Global integration as a basis for effective teaching time management of modern specialists

Table of contents: The Kazakh-American Free University Academic Journal №7 - 2015

Author: Zagainov Yevgeniy, Kazakh-American Free University, Kazakhstan

The task of management in the XXI century - learn how to manage the effectiveness of management and creative work.

Peter Drucker

Choose the right time - it means to own life. Untimeliness is disastrous.

Francis Bacon

How to do everything? How to prioritize own activities? How to find the time to perform the tasks of management and other force majeure? What tasks can be delegated? Modern specialist frequently faces with these and many other questions.

All have the same opportunities. All have given exactly 24 hours a day. But why does employee “X” manage much more work than staff «Y» and «Z» together?

It is important to learn to effectively manage own time resources at the initial stage of work.

There is a problem of lack of resources in any developing system (from the body to the organization). Exactly time has always been such a scarce resource. Modern management becomes a kind of peculiar and fine art to outpace the time, wherein in any form: from anticipating events and the ability to predict the situation, to construction and planning of complex systems of the time management.

The skills to effectively organize time at all levels (individual, team and corporate) are critically important in a constantly changing market conditions (both international and local), and constantly growing competition.

The relevance of the topic is determined due to an obvious need for effective time management in a dynamic modern international economy. Time management (or self-organization), on the one hand, is an effective technology of organization of personal work; and on the other hand, it is the vital concept of a man that beliefs that he must not waste non-renewable resources of his time, and ultimately his life.

If we talk about the idea of time management, it can be assumed that it exists only as long as humanity exists.

The modern discipline of "time management" has grown into an independent branch of the organization management by the end of the 60s of the twentieth century. Time Management is a set of technology of work planning that a person independently applies to improve the utilization of his working time and to improve the monitoring of the increasing number of all kinds tasks.

At a present, a large number of commercial organizations have the important task of introducing of time management technology. The following factors are the reason for this:

1. The trend of changes in the social and economic environment of the market dictate the managers of commercial companies the necessity to review upward the role of self-control (and independence) in decision making, placement of clear priorities in the organization and planning staff, as well as their own.

2. There is an acute problem of increasing the efficiency of the staff in the organizational system of modern commercial enterprise. The role of intangible assets such as intellectual capital, employee loyalty to the organization or employer, the possibility of creativity and self-expression in the labor force is increased. In this aspect of review, the independence of the employee in the organization of his work becomes more urgent.

3. At the moment, the system of relations "employer - employee " goes to a conceptually new stage of development. Role of the individual employee increases in organizational system. Introduction of time management technology helps to create a pleasant psychological climate and comfort, gives him a "moral" freedom; at the same time for the benefit of the employer - a significant increase in efficiency, speed and performance of staff at all levels of the organizational structure.

Quality practical skills to effectively organize own time (both working hours and private), the ability to skillfully coordinate actions with actions of others for the performance of work tasks is one of the fundamental competencies of the modern professional, specialist, managers, head of department, and leader.

Unfortunately, the modern model of education in Kazakhstan does not imply practical training time management of any school or university. People have to learn one of the most important social and professional skills either "instinctively", adapting their life and social experience to the problems of the business environment, or simply work without knowing the basic tools of self-organization.

The market situation has changed for the better in recent years, primarily due to the wide dissemination of and demand for seminars and workshops on time management in a corporate environment. National time management school was formed at the turn of 20-21 century, which absorbed the best classical Western approaches and propose a number of authentic foreign developments, adapted to modern realities of our lives.

It would be a mistake to think that the nature of the lack of time the employee is organizational. Lack of time is more psychological problem. The individual has no clear understanding about his purpose, the person is not enough self-assured, he will not be able to prioritize, so he has a lack of time.

Thus, you can save time by setting priorities. Eisenhower Matrix or Eisenhower Principle is a method of prioritizing the use of which allows you to emphasize important and essential things and decide what to do with the rest.


Urgent issue

Non-urgent issue





Crisis solving

Urgent tasks

Deadline-driven projects

Planning for new projects

Evaluation of the results

Preventive measures


Defining new perspectives, alternative projects





Interruption, breaks

Some calls

Some mail


Urgent materials

Outdoor activities

Routine work/Trivia

Some letters

Some calls

“Time wasters”


Figure 1. Eisenhower Matrix (examples)

It is believed that the 34th US President Dwight Eisenhower proposed it and did the standard of his work. Eisenhower had identified the following four categories of cases according to the criteria - the importance and urgency:

1) Important and urgent.

The things should be done immediately.

2) Important, but non-urgent.

The most "offended", the most infringes cases related to own development, training of employees, and so on. Often the case of type A is due to neglect the affairs of type B.

3) Unimportant, but urgent.

These cases are very fond of masquerade case A. The person can confuse the urgency and importance: any urgent is automatically considered as important. The case "C" basically creates an atmosphere of continuous crisis management, rush, and bustle.

4) Unimportant and non-urgent.

These cases need to be "financed" as a residual. But they are often enjoyable and interesting, so they begin the working day, killing the best working hours.

So what is the main feature of learning practical skills of time management? Paramount, this feature is that the art is to have time to pay attention the most slowly learned skills that require painstaking daily system work. In real time, directly on the lectures, seminars and workshops, it is very difficult, almost impossible to achieve development of skills as opposed to training on «presentation skills» (ability to speak in public), «negotiations skills» and even «selling skills "(salesmanship), where it is partially possible.

Another feature is that the majority of adults, with established certain life and professional experience and education, has some illusion that they have already known a lot about time management. In addition, further complicating situation, they have already used all they need in their practice.

The illusion is a perfectly natural, because most corporate employees are well known truths that:

- plan a day,

- conduct daily,

- structure different information (moreover, they have already used these or other methods of self-organization).

Only professional look of professional time management can see that methods, techniques, time management tools are often used haphazardly. Their combination may be unworkable or simply not optimal. Declaration of the participants about using of certain time-management technology and reality do not always coincide.

It is possible to identify six principles of the system of time management by using the methodology of S. Covey:

1) coherence is the interconnectedness, the unity of all elements of an individual TM system (by Covey: unity between the vision and mission, roles and objectives, priorities and plans, desires and discipline);

2) balance - a "balance" in this case refers to a harmonious distribution of time so that it is sufficient to achieve important goals in various spheres of life (family, work, health, etc.);

3) focus - it is necessary to keep in mind the crucial importance of types of activity of "second square" for life and focus primarily on such matters. To do this, Covey suggests focusing not on daily planning but weekly. Weekly planning allows to reserve large enough periods of time (half - day) for important, but not urgent matters;

4) humanity - time management is focused on the "accuracy" in the schedule and subordination in relations with other people.

If communication with the person is out of the scope of the set schedule, but it helps to create deep and full relations, people should not feel guilty;

5) flexibility - our plans are our servants, not masters! Plans should be comfortable for us, matching our own habits, work style, life priorities, etc. If necessary, you can change scheduled without much work;

6) compact - tools for planning and control of time (e.g., organizer) should be compact and easy to work in any "field" conditions. Such portability will help us to keep all important ideas, timely fixing it.

The Covey time management system consists of two sections: a strategic long-term planning and weekly short-term planning. Long-term planning takes place in the following sequence: individual "mission" of personality - the role - the goal. Short-term planning is presented as follows: current role - tasks - weekly plan - the daily execution of the plan and delegation.

Currently, the main limitations of the most widely used system of self-management, generalized named "classic time management", include: rigidity of planning, inadequate dynamically changing business environment with a high degree of uncertainty. The existing system of technology implementation and application of methods of self-management in the corporate context, needs to be improved and developed in order to achieve the goals of turning techniques of time management into the part of the management of the organization, its development and increasing efficiency.

In conclusion of all the above mentioned, we can conclude that employees and employers of truly modern Kazakh enterprises (including educational institutions) have a task of correcting mentality adaptation (especially psychological) to the temporal reality, which is established in their organizations, on the characteristic of their organization market, the country's economy in the world economy as a whole.

Systematic, regular, deliberate work for establishing and improving time-management skills leads to the creation of a very special climate efficiency in the company. People feel more comfortable, pressure press of hard deadlines reduce, the whole activity of the staff becomes more conscious and predictable, motivation of staff noticeably grows, the interaction of people within the team and between the different units is greatly improved.

We cannot chase time. Time is a kind of constant, which we cannot yet influence. It is necessary to improve own personal effectiveness, that is, not to manage time, but govern oneself. Thus, we can increase the amount of beneficial actions per unit of time.


1. Covey, S. The Seven Habits of Highly Effective People. - M .: Omega-L, 2005. - 114 p.

2. Archangelskii, G.A. Time management: from the personal effectiveness to the development of the company / G.A. Archangelskii. - 2nd ed. - St. Petersburg: St. Petersburg, 2005. - 442 p.

3. Archangelskii G. Time Management for office workers / Gleb Archangelskii // Secretarial work. - 2008. - N 8. - S. 6-8

4. Seiwert, Lothar. Your time - in your hands: Tips for businessmen how to effectively use business hours / transl. from German L.I. Tsedilina. - M .: Economics, 1990

5. Vronsky A.I. How to manage your time. - Rostov n/ D.: Phoenix, 207 - 224.

6. Volkov Y.G., Mostovaya I.V. Sociology: Textbook for universities. Moscow, 2000. - 450 p.

7. Volkov Y.G., Nechipurenko V.N., Samygin S.I. Sociology: Past and Present. - Rostov-on-Don: Phoenix, 1999. - 672 p.

8. Gorbachev A.G. Time Management. Time Head: 24 + 2. - M.: DMK-Press, 2007. - 128 p.

9. Goremykin, V.A., Bogomolov, A.Y. Business planning. - M.: 1997. - 420 p.

10. Hoffmann A.B. Seven lectures on the history of sociology. Textbook for High Schools. - M.: University, 2000. - 216 p.

11. Archangelskii Gleb: "Time management allows you to allocate time to important thing in life." [Electronic resource] - Mode of access: http: // articles/

12. Corporate Time Management. [Electronic resource] - Mode of access: http: // www. cfin. ru/ management/

Table of contents: The Kazakh-American Free University Academic Journal №7 - 2015

About journal
About KAFU

   © 2022 - KAFU Academic Journal