Chapter 12
Time Management
Supervision in the Hospitality Industry
Fourth Edition
(250T or 250)
© 2007, Educational Institute
Competencies for
Time Management
1. Identify common myths of time management.
2. Explain how to analyze time use to create more
efficient procedures and reduce time robbers.
3. Describe how to use such time management
tools as daily to-do lists, weekly planning
guides, calendars, and software applications.
4. Explain how delegation can be an effective
time management tool when supervisors use it
correctly.
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1
Time Management Myths
• “My job is different, specific
schedules won’t work.”
• “No one else can do the work.”
• “Time management doesn’t work for
big projects.”
• “I don’t need a formal schedule to
manage my time.”
• “I get so many interruptions, time
management is impossible.”
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2
Analyzing Time Logs
• Which part of each day is most productive?
least productive? Why?
• What percentage of your time is spent on
productive activities?
• Do you work on jobs you enjoy at the expense
of higher-priority tasks? How often?
• Are there any tasks you consistently avoid?
• How many of your activities are inappropriate
or don’t help achieve your objectives?
• Where are your best opportunities for
increasing your efficiency?
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3
Time Robbers
• Procrastination
• Attempting too much
• Never saying no
• Disorganized work station areas
• Lack of planning
• No objectives or unclear objectives
• No priorities
• Unrealistic time estimates
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4
Interruptions
• Telephone calls
• Unexpected visitors
• Unscheduled meetings
• Emergencies
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5
Working with To-Do Lists
1. Brainstorm tasks that need to be done
2. Assign priorities to tasks
3. Delegate, if possible
4. Stay flexible
5. Revise as tasks are completed
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6
Importance of Delegation
• Saves time
• You can’t do everything yourself
• Shows trust and respect of employees
• Increases employee participation,
involvement, commitment
• Lets employees develop personally
and professionally
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7
Barriers to Delegation
• Lack of experience
• Lack of organizational skills
• Insecurity
• Fear of being disliked by employees
• Perfectionism
• Reluctance to spend the time it takes
to train employees
• Failure to establish effective control
or follow-up procedures
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8
Steps in Delegation
1. Think the project through
2. Set a deadline
3. Choose an employee
4. Meet with the employee
5. Monitor progress
6. Provide assistance, if necessary
7. Praise the employee
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9
Delegation—Meeting with the
Employee
Address:
• What needs to be done
• Why it needs to be done
• How the delegated task fits into the overall
objectives of the department
• Suggestions as to how the task can be completed
• Whom the employee needs to contact to
complete the task
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(continued)
10
Delegation—Meeting with the
Employee
(continued)
• Expected results
• Priority of this task relative to other
tasks in the employee’s job
• When to start on the task, and by
what date it should be finished
• Other needed information
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