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<span id="openzim-page-title" class="mw-page-title-main"><span class="mw-page-title-main">Time management</span></span>

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<p><b>Time management</b> is the process of <a href="Planning" title="Planning">planning</a> and exercising <a href="Conscious" class="mw-redirect" title="Conscious">conscious</a> control of time spent on specific activities—especially to increase <a href="Effectiveness" title="Effectiveness">effectiveness</a>, <a href="Efficiency" title="Efficiency">efficiency</a> and <a href="Productivity" title="Productivity">productivity</a>.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

</p><p>Time management involves demands relating to <a href="Employment" title="Employment">work</a>, <a href="Interpersonal_relationship" title="Interpersonal relationship">social life</a>, <a href="Family" title="Family">family</a>, <a href="Hobbies" class="mw-redirect" title="Hobbies">hobbies</a>, personal interests and commitments. Using time effectively gives people more choices in managing activities.<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> Time management may be aided by a range of skills, tools and techniques, especially when accomplishing specific tasks, projects and goals complying with a due date.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup>

</p><p>Initially, the term time management encompassed only business and work activities, but eventually the term comprised personal activities as well. A time management system is a designed combination of processes, tools, techniques and methods. Time management is usually a necessity in <a href="Project_management" title="Project management">managing projects</a>, as it determines the project completion time and scope.

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<div class="mw-heading mw-heading2"><h2 id="Cultural_views">Cultural views</h2></div>

<p>Differences in the way a culture views time can affect the way their time is managed. For example, a linear time view is a way of conceiving time as flowing from one moment to the next in a linear fashion. This linear perception of time is predominant in America and most Northern European countries, such as Germany, Switzerland and England.<sup id="cite_ref-:0_4-0" class="reference"><a href="#cite_note-:0-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> People in these cultures tend to place a large value on productive time management and tend to avoid decisions or actions that would result in wasted time.<sup id="cite_ref-:0_4-1" class="reference"><a href="#cite_note-:0-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> This linear view of time correlates to these cultures being more "monochronic", or preferring to do only one thing at a time. As a result, this focus on efficiency often leads to a culture of punctuality and a strong emphasis on meeting deadlines.<sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup>

</p><p>Another cultural time view is the multi-active time view. In multi-active cultures, most people feel that the more activities or tasks being done at once the better. This creates a sense of happiness.<sup id="cite_ref-:0_4-2" class="reference"><a href="#cite_note-:0-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> Multi-active cultures are "polychronic" or prefer to do multiple tasks at once. This multi-active time view is prominent in most Southern European countries such as Spain, Portugal and Italy.<sup id="cite_ref-:0_4-3" class="reference"><a href="#cite_note-:0-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> In these cultures, people often tend to spend time on things they deem to be more important such as placing a high importance on finishing social conversations.<sup id="cite_ref-:0_4-4" class="reference"><a href="#cite_note-:0-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> In business environments, they often pay little attention to how long meetings last and instead focus on having high-quality meetings. In general, the cultural focus tends to be on synergy and creativity over efficiency.<sup id="cite_ref-:1_6-0" class="reference"><a href="#cite_note-:1-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup>

</p><p>A final cultural time view is a cyclical time view. In cyclical cultures, time is considered neither linear nor event related. Because days, months, years, seasons, and events happen in regular repetitive occurrences, time is viewed as cyclical. In this view, time is not seen as wasted because it will always come back later, hence there is an unlimited amount of it.<sup id="cite_ref-:0_4-5" class="reference"><a href="#cite_note-:0-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> This cyclical time view is prevalent throughout most countries in Asia, including Japan and China. It is more important in cultures with cyclical concepts of time to focus on completing tasks correctly, thus most people will spend more time thinking about decisions and the impact they will have, before acting on their plans.<sup id="cite_ref-:1_6-1" class="reference"><a href="#cite_note-:1-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> Most people in cyclical cultures tend to understand that other cultures have different perspectives of time and are cognizant of this when acting on a global stage.<sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> Consequently, this awareness often leads to a greater emphasis on relationships and the quality of interactions over strict adherence to schedules.<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup>

</p><p>Over time, the concept of time management has changed from simple tools like checklists to more complex techniques that emphasize setting priorities and coordinating tasks with objectives and values. The third generation of time management places a strong emphasis on setting objectives, organizing each day, and ranking tasks according to importance.

</p><p>A fourth generation has emerged, focusing on self-management rather than just managing time. It highlights the importance of managing expectations, relationships, and results, distinguishing between urgent and important tasks. Effective time management involves using personalized tools that cater to individual needs and planning in weekly terms to prioritize goals and adapt to unexpected events. Success in today's work environment depends on utilizing the right tools and strategies to achieve goals efficiently.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading2"><h2 id="Neuropsychology">Neuropsychology</h2></div>

<p>Excessive and chronic inability to manage time effectively may result from <a href="Attention_deficit_hyperactivity_disorder" title="Attention deficit hyperactivity disorder">attention deficit hyperactivity disorder</a> (ADHD).<sup id="cite_ref-10" class="reference"><a href="#cite_note-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> Diagnostic criteria include a sense of underachievement, difficulty getting organized, trouble getting started, trouble managing many simultaneous projects, and trouble with follow-through.<sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading2"><h2 id="Setting_priorities_and_goals">Setting priorities and goals</h2></div>

<p>These goals are recorded and may be broken down into a <a href="Project_management" title="Project management">project</a>, an <a href="Action_plan" title="Action plan">action plan</a> or a simple task list. For individual tasks or for goals, an importance rating may be established. Deadlines may be set and priorities assigned. This process results in a plan with a task list, schedule or calendar of activities. Authors may recommend daily, weekly, monthly or other planning periods, associated with different scope of planning or review. This is done in various ways, as follows:

</p>

<div class="mw-heading mw-heading3"><h3 id="ABC_analysis">ABC analysis</h3></div>

<p>The ABC method for time management developed by <a href="Alan_Lakein" title="Alan Lakein">Alan Lakein</a> involves categorizing tasks into three labels: A, B, and C.

</p>

<dl><dt>A Tasks</dt>

<dd>These are the highest priority and most urgent tasks. They include work that must be completed promptly, such as projects with a deadline.</dd>

<dt>B Tasks</dt>

<dd>These tasks are important but not necessarily associated with a specific deadline. They should be completed as soon as possible.</dd>

<dt>C Tasks</dt>

<dd>These are the least important tasks. They can be done when time permits and do not require immediate attention.</dd></dl>

<div class="mw-heading mw-heading3"><h3 id="Pareto_analysis">Pareto analysis</h3></div>

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</style><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="Pareto_analysis" class="mw-redirect" title="Pareto analysis">Pareto analysis</a></div>

<p>The <a href="Pareto_principle" title="Pareto principle">Pareto principle</a> is the idea that 80% of consequences come from 20% of causes. Applied to productivity, it means that 80% of results can be achieved by doing 20% of tasks.<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> If productivity is the aim of time management, then these tasks should be prioritized higher.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading3"><h3 id="Eisenhower_method">Eisenhower method</h3></div>

<div role="note" class="hatnote navigation-not-searchable">See also: <a href="PICK_chart" title="PICK chart">PICK chart</a> and <a href="MoSCoW_method" title="MoSCoW method">MoSCoW method</a></div>

<p>The Eisenhower method or Eisenhower principle is a method that utilizes the principles of importance and urgency to organize priorities and workload. This method stems from a quote attributed to <a href="Dwight_D._Eisenhower" title="Dwight D. Eisenhower">Dwight D. Eisenhower</a>: "I have two kinds of problems, the urgent and the important. The urgent are not important, and the important are never urgent."<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> Eisenhower did not claim this insight for his own, but attributed it to an unnamed "former college president."<sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup>

</p><p>Using the Eisenhower decision principle, tasks are evaluated using the criteria important/unimportant and urgent/not urgent,<sup id="cite_ref-Fowler,_Nina_16-0" class="reference"><a href="#cite_note-Fowler,_Nina-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-Baer_17-0" class="reference"><a href="#cite_note-Baer-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> and then placed in according quadrants in an Eisenhower matrix (also known as an Eisenhower box or Eisenhower decision matrix"<sup id="cite_ref-artofmanliness.com_18-0" class="reference"><a href="#cite_note-artofmanliness.com-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup>). Tasks in the quadrants are then handled as follows.

</p>

<ol><li>Important/Urgent quadrant tasks are done immediately and personally<sup id="cite_ref-fluent-time-management.com_19-0" class="reference"><a href="#cite_note-fluent-time-management.com-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> e.g. crises, deadlines, problems.<sup id="cite_ref-artofmanliness.com_18-1" class="reference"><a href="#cite_note-artofmanliness.com-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup></li>

<li>Important/Not Urgent quadrant tasks get an end date and are done personally,<sup id="cite_ref-fluent-time-management.com_19-1" class="reference"><a href="#cite_note-fluent-time-management.com-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> e.g. relationships, planning, recreation.<sup id="cite_ref-artofmanliness.com_18-2" class="reference"><a href="#cite_note-artofmanliness.com-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup></li>

<li>Unimportant/Urgent quadrant tasks are delegated,<sup id="cite_ref-fluent-time-management.com_19-2" class="reference"><a href="#cite_note-fluent-time-management.com-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> e.g. interruptions, meetings, activities.<sup id="cite_ref-artofmanliness.com_18-3" class="reference"><a href="#cite_note-artofmanliness.com-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup></li>

<li>Unimportant/Not Urgent quadrant tasks are dropped,<sup id="cite_ref-fluent-time-management.com_19-3" class="reference"><a href="#cite_note-fluent-time-management.com-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> e.g. time wasters, pleasant activities, trivia.<sup id="cite_ref-artofmanliness.com_18-4" class="reference"><a href="#cite_note-artofmanliness.com-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup></li></ol>

<div class="mw-heading mw-heading2"><h2 id="Implementation_of_goals">Implementation of goals</h2></div>

<div role="note" class="hatnote navigation-not-searchable">"To do" redirects here. For the auxiliary use of the verb "to do" in the English language, see <a href="Do-support" title="Do-support">Do-support</a>. For Microsoft’s list maker, see <a href="Microsoft_To_Do" title="Microsoft To Do">Microsoft To Do</a>.</div>

<div role="note" class="hatnote navigation-not-searchable">See also: <a href="Shopping_list" title="Shopping list">shopping list</a></div>

<p>A task list (also called a to-do list or "things-to-do") is a list of <a href="Task_(project_management)" title="Task (project management)">tasks</a> to be completed such as chores or steps toward completing a project. It is an <a href="Inventory" title="Inventory">inventory</a> tool which serves as an alternative or supplement to <a href="Memory" title="Memory">memory</a>.

</p><p>Task lists are used in self-management, <a href="Management" title="Management">business management</a>, <a href="Project_management" title="Project management">project management</a> and <a href="Software_development" title="Software development">software development</a>. It may involve more than one list.

</p><p>When one of the items on a task list is accomplished, the task is <a href="Checkmark" class="mw-redirect" title="Checkmark">checked</a> or <a href="Cross" title="Cross">crossed</a> off. The traditional method is to write these on a piece of paper with a pen or pencil, usually on a note pad or clip-board. Task lists can also have the form of paper or software <a href="Checklist" title="Checklist">checklists</a>.

</p><p>Writer <a href="Julie_Morgenstern" title="Julie Morgenstern">Julie Morgenstern</a> suggests "do's and don'ts" of time management that include:

</p>

<ul><li>Map out everything that is important, by making a task list.</li>

<li>Create "an oasis of time" for one to manage.</li>

<li>Set priorities.</li>

<li>Do not drop everything.</li>

<li>Do not think a critical task will get done in one's <a href="Spare_time" class="mw-redirect" title="Spare time">spare time</a>.<sup id="cite_ref-Morgenstern_20-0" class="reference"><a href="#cite_note-Morgenstern-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup></li></ul>

<p>Numerous digital equivalents are now available, including <a href="Personal_information_management" title="Personal information management">personal information management</a> (PIM) applications, smartphone apps, and web-based task list applications, many of which are free.

</p>

<div class="mw-heading mw-heading3"><h3 id="Task_list_organization">Task list organization</h3></div>

<p>Task lists are often diarized (notes written in a diary) and tiered (having rows of organized notes). The simplest tiered system includes a general to-do list (or task-holding file) to record all the tasks the person needs to accomplish and a daily to-do list which is created each day by transferring tasks from the general to-do list. An alternative is to create a "not-to-do list", to avoid unnecessary tasks.<sup id="cite_ref-Morgenstern_20-1" class="reference"><a href="#cite_note-Morgenstern-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup>

</p><p>Task lists are often prioritized in the following ways.

</p>

<ul><li>A daily list of things to do, numbered in the order of their importance and done in that order one at a time as daily time allows, is attributed to consultant <a href="Ivy_Lee" title="Ivy Lee">Ivy Lee</a> (1877–1934) as the most profitable advice received by <a href="Charles_M._Schwab" title="Charles M. Schwab">Charles M. Schwab</a> (1862–1939), president of the <a href="Bethlehem_Steel" title="Bethlehem Steel">Bethlehem Steel</a> Corporation.<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-22" class="reference"><a href="#cite_note-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-23" class="reference"><a href="#cite_note-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup></li>

<li>An early advocate of "ABC" prioritization was <a href="Alan_Lakein" title="Alan Lakein">Alan Lakein</a>, in 1973. In his system "A" items were the most important ("A-1" the most important within that group), "B" next most important, "C" least important.<sup id="cite_ref-Lakein_24-0" class="reference"><a href="#cite_note-Lakein-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup></li>

<li>A particular method of applying the <i>ABC method</i><sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> assigns "A" to tasks to be done within a <a href="Day" title="Day">day</a>, "B" a <a href="Week" title="Week">week</a>, and "C" a <a href="Month" title="Month">month</a>.</li>

<li>To prioritize a daily task list, one either records the tasks in the order of highest <a href="https://en.wiktionary.org/wiki/priority" class="extiw external" title="wikt:priority">priority</a>, or assigns them a <a href="Number" title="Number">number</a> after they are listed ("1" for highest priority, "2" for second highest priority, etc.) which indicates in which order to execute the tasks. The latter method is generally faster, allowing the tasks to be recorded more quickly.<sup id="cite_ref-Morgenstern_20-2" class="reference"><a href="#cite_note-Morgenstern-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup></li>

<li>Another way of prioritizing compulsory tasks (group A) is to put the most unpleasant one first. When it is done, the rest of the list feels easier. Groups B and C can benefit from the same idea, but instead of doing the first task (which is the most unpleasant) right away, it gives motivation to do other tasks from the list to avoid the first one.</li></ul>

<p>Various writers have stressed potential difficulties with to-do lists such as the following.

</p>

<ul><li>Management of the list can take over from implementing it. This could be caused by <a href="Procrastination" title="Procrastination">procrastination</a> by prolonging the planning activity. This is akin to <a href="Analysis_paralysis" title="Analysis paralysis">analysis paralysis</a>. As with any activity, there's a point of diminishing returns.</li>

<li>To remain flexible, a task system must allow for disaster. A company must be ready for a disaster. Even if it is a small disaster, if no one made time for this situation, it can <a href="Metastasize" class="mw-redirect" title="Metastasize">metastasize</a>, potentially causing damage to the company.<sup id="cite_ref-26" class="reference"><a href="#cite_note-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup></li>

<li>To avoid getting stuck in a wasteful pattern, the task system should also include regular (monthly, semi-annual, and annual) planning and system-evaluation sessions, to weed out inefficiencies and ensure the user is headed in the direction he or she truly desires.<sup id="cite_ref-27" class="reference"><a href="#cite_note-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup></li>

<li>If some time is not regularly spent on achieving long-range goals, the individual may get stuck in a perpetual holding pattern on short-term plans, like staying at a particular job much longer than originally planned.<sup id="cite_ref-28" class="reference"><a href="#cite_note-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup></li></ul>

<div class="mw-heading mw-heading3"><h3 id="Software_applications">Software applications</h3></div>

<p>Many companies use <a href="Time_tracking_software" class="mw-redirect" title="Time tracking software">time tracking software</a> to track an employee's working time, billable hours, etc., e.g. <a href="Law_practice_management_software" title="Law practice management software">law practice management software</a>.

</p><p>Many software products for time management support multiple users. They allow the person to give tasks to other users and use the software for communication and to prioritize tasks.

</p><p>Task-list applications may be thought of as lightweight <a href="Personal_information_manager" class="mw-redirect" title="Personal information manager">personal information manager</a> or <a href="Project_management_software" title="Project management software">project management software</a>.

</p><p>Modern task list <a href="Software_application" class="mw-redirect" title="Software application">applications</a> may have built-in task hierarchy (tasks are composed of subtasks which again may contain subtasks), may support multiple methods of filtering and ordering the list of tasks, and may allow one to associate arbitrarily long notes for each task.

</p>

<div class="mw-heading mw-heading3"><h3 id="Time_management_systems">Time management systems</h3></div>

<p>Time management systems often include a <a href="Time_clock" title="Time clock">time clock</a> or web-based application used to track an employee's work hours. Time management systems give employers insights into their workforce, allowing them to see, plan and manage employees' time. Doing so allows employers to manage labor costs and increase productivity. A time management system automates processes, which eliminates paperwork and tedious tasks.

</p>

<div class="mw-heading mw-heading3"><h3 id="GTD_(Getting_Things_Done)">GTD (Getting Things Done)</h3></div>

<p>The <a href="Getting_Things_Done" title="Getting Things Done">Getting Things Done</a> method, created by <a href="David_Allen_(author)" title="David Allen (author)">David Allen</a>, is to finish small tasks immediately and for large tasks to be divided into smaller tasks to start completing now.<sup id="cite_ref-Guardian2005_29-0" class="reference"><a href="#cite_note-Guardian2005-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> The thrust of GTD is to encourage the user to get their tasks and ideas out and on paper and organized as quickly as possible so they are easy to see and manage. "The truth is, it takes more energy to keep something inside your head than outside," says Allen.<sup id="cite_ref-Guardian2005_29-1" class="reference"><a href="#cite_note-Guardian2005-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading3"><h3 id="Pomodoro">Pomodoro</h3></div>

<p>Francesco Cirillo's "<a href="Pomodoro_Technique" title="Pomodoro Technique">Pomodoro Technique</a>" was originally conceived in the late 1980s and gradually refined until it was later defined in 1992. The technique is the namesake of a Pomodoro (Italian for tomato) shaped kitchen timer initially used by Cirillo during his time at university. The "Pomodoro" is described as the fundamental metric of time within the technique and is traditionally defined as being 30 minutes long, consisting of 25 minutes of work and 5 minutes of break time. Cirillo also recommends a longer break of 15 to 30 minutes after every four Pomodoros. Through experimentation involving various workgroups and mentoring activities, Cirillo determined the "ideal Pomodoro" to be 20–35 minutes long.<sup id="cite_ref-31" class="reference"><a href="#cite_note-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading3"><h3 id="Franklin_Planner">Franklin Planner</h3></div>

<p>The <a href="Franklin_Planner" title="Franklin Planner">Franklin Planner</a> is a paper-based time management system created by <a href="Hyrum_W._Smith" title="Hyrum W. Smith">Hyrum W. Smith</a> and named after <a href="Benjamin_Franklin" title="Benjamin Franklin">Benjamin Franklin</a>, which gained widespread popularity during the 1980s and 1990s. The methodology emphasizes connecting daily tasks to long-term goals and personal values, promoting the concept of "beginning with the end in mind" to ensure that daily activities align with larger life purposes. The system utilizes a ring-binder format planner containing specialized pages for daily planning, monthly and weekly calendars, goal-setting worksheets, and values clarification exercises. Its distinctive feature is the ABC priority system combined with numerical rankings (A1, A2, B1, etc.) for task prioritization, where A represents vital tasks, B important ones, and C nice-to-do items.

</p>

<div class="mw-heading mw-heading2"><h2 id="Related_concepts">Related concepts</h2></div>

<p>Time management is related to the following concepts.

</p>

<ul><li><a href="Return_on_time_invested" title="Return on time invested">Return on time invested</a>: Effective time management is essential for maximizing Return on Time Invested (ROTI). By prioritizing tasks and organizing schedules, individuals can ensure that time is allocated to activities yielding the highest value.</li>

<li><a href="Project_management" title="Project management">Project management</a>: Time management can be considered to be a project management subset and is more commonly known as <a href="Project_planning" title="Project planning">project planning</a> and <a href="Schedule_(project_management)" title="Schedule (project management)">project scheduling</a>. Time management has also been identified as one of the core functions identified in project management.<sup id="cite_ref-32" class="reference"><a href="#cite_note-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup></li>

<li><a href="Attention_management" title="Attention management">Attention management</a> relates to the management of <a href="Cognitive" class="mw-redirect" title="Cognitive">cognitive</a> resources, and in particular, the time that humans allocate their mind (and organize the minds of their employees) to conduct some activities.</li>

<li><a href="Timeblocking" title="Timeblocking">Timeblocking</a> is a time management strategy that specifically advocates for allocating chunks of time to dedicated tasks in order to promote deeper focus and productivity.</li></ul>

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<ul><li><a href="Attention_management" title="Attention management">Attention management</a></li>

<li><a href="Chronemics" title="Chronemics">Chronemics</a></li>

<li><a href="Goal_setting" title="Goal setting">Goal setting</a></li>

<li><a href="Interruption_science" title="Interruption science">Interruption science</a></li>

<li><a href="Order_(virtue)" title="Order (virtue)">Order</a></li>

<li><a href="Procrastination" title="Procrastination">Procrastination</a></li>

<li><a href="Professional_organizing" title="Professional organizing">Professional organizing</a></li>

<li><a href="Project_management" title="Project management">Project management</a></li>

<li><a href="Prospective_memory" title="Prospective memory">Prospective memory</a></li>

<li><a href="Punctuality" title="Punctuality">Punctuality</a></li>

<li><a href="Scientific_management" title="Scientific management">Scientific management</a></li>

<li><a href="Task_management" title="Task management">Task management</a></li>

<li><a href="Time_perception" title="Time perception">Time perception</a></li>

<li><a href="Time-tracking_software" title="Time-tracking software">Time-tracking software</a></li>

<li><a href="Waiting_period" title="Waiting period">Waiting period</a></li>

<li><a href="Workforce_management" title="Workforce management">Workforce management</a></li></ul>

</div>

<div class="mw-heading mw-heading2"><h2 id="References">References</h2></div>

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<li id="cite_note-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-5">^</a></b></span> <span class="reference-text"><cite id="CITEREFDraguns2007" class="citation journal cs1">Draguns, Juris G. (2007-02-26). <span class="id-lock-subscription" title="Paid subscription required"><a rel="nofollow" class="external text" href="http://www.tandfonline.com/doi/abs/10.1080/00938150601177579">"Culture's Impact at the Workplace and Beyond"</a></span>. <i>Reviews in Anthropology</i>. <b>36</b> (1): <span class="nowrap">43–</span>58. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1080%2F00938150601177579">10.1080/00938150601177579</a>. <a href="ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/0093-8157">0093-8157</a>.</cite></span>

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<li id="cite_note-:1-6"><span class="mw-cite-backlink">^ <a href="#cite_ref-:1_6-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-:1_6-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><cite id="CITEREFPant2016" class="citation journal cs1">Pant, Bhaskar (2016-05-23). <a rel="nofollow" class="external text" href="https://hbr.org/2016/05/different-cultures-see-deadlines-differently">"How various cultures perceive deadlines varies"</a>. <i>Harvard Business Review</i><span class="reference-accessdate">. Retrieved <span class="nowrap">2018-12-04</span></span>.</cite></span>

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<li id="cite_note-7"><span class="mw-cite-backlink"><b><a href="#cite_ref-7">^</a></b></span> <span class="reference-text"><cite id="CITEREFDurantiDi_Prata2009" class="citation web cs1">Duranti, Giancarlo; Di Prata, Olvers (2009). <a rel="nofollow" class="external text" href="https://www.pmi.org/learning/library/everything-time-monochronism-polychronism-orientation-6902">"Everything is about time: does it have the same meaning all over the world?"</a>.</cite></span>

</li>

<li id="cite_note-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-8">^</a></b></span> <span class="reference-text"><cite id="CITEREFDennisHall1984" class="citation journal cs1">Dennis, Philip A.; Hall, Edward T. (1984). <span class="id-lock-subscription" title="Paid subscription required"><a rel="nofollow" class="external text" href="https://dx.doi.org/10.2307/482722">"The Dance of Life: The Other Dimension of Time"</a></span>. <i>Ethnohistory</i>. <b>31</b> (4): 309. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.2307%2F482722">10.2307/482722</a>. <a href="ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/0014-1801">0014-1801</a>. <a href="JSTOR_(identifier)" class="mw-redirect" title="JSTOR (identifier)">JSTOR</a> <a rel="nofollow" class="external text" href="https://www.jstor.org/stable/482722">482722</a>.</cite></span>

</li>

<li id="cite_note-9"><span class="mw-cite-backlink"><b><a href="#cite_ref-9">^</a></b></span> <span class="reference-text"><cite id="CITEREFThomack2012" class="citation journal cs1">Thomack, Bill (2012-05-01). <span class="id-lock-subscription" title="Paid subscription required"><a rel="nofollow" class="external text" href="http://www.slackinc.com/doi/resolver.asp?doi=10.3928/21650799-20120426-05">"Time Management for Today's Workplace Demands"</a></span>. <i>Workplace Health & Safety</i>. <b>60</b> (5): <span class="nowrap">201–</span>203. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.3928%2F21650799-20120426-05">10.3928/21650799-20120426-05</a>. <a href="ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/2165-0799">2165-0799</a>. <a href="PMID_(identifier)" class="mw-redirect" title="PMID (identifier)">PMID</a> <a rel="nofollow" class="external text" href="https://pubmed.ncbi.nlm.nih.gov/22587696">22587696</a>.</cite></span>

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<li id="cite_note-10"><span class="mw-cite-backlink"><b><a href="#cite_ref-10">^</a></b></span> <span class="reference-text"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.nimh.nih.gov/health/topics/attention-deficit-hyperactivity-disorder-adhd">"NIMH – Attention Deficit Hyperactivity Disorder"</a>. <i>www.nimh.nih.gov</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20161229084207/https://www.nimh.nih.gov/health/topics/attention-deficit-hyperactivity-disorder-adhd/index.shtml">Archived</a> from the original on 2016-12-29<span class="reference-accessdate">. Retrieved <span class="nowrap">2018-01-05</span></span>.</cite></span>

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<cite id="CITEREFHallowellRatey1994" class="citation book cs1"><a href="Edward_Hallowell_(psychiatrist)" title="Edward Hallowell (psychiatrist)">Hallowell, Edward M.</a>; <a href="John_Ratey" title="John Ratey">Ratey, John J.</a> (1994). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=VVhASraP67IC"><i>Driven To Distraction: Recognizing and Coping with Attention Deficit Disorder from Childhood Through Adulthood</i></a>. Touchstone. pp. <span class="nowrap">73–</span>76. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9780684801285</bdi><span class="reference-accessdate">. Retrieved <span class="nowrap">2013-07-30</span></span>.</cite></span>

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<li id="cite_note-12"><span class="mw-cite-backlink"><b><a href="#cite_ref-12">^</a></b></span> <span class="reference-text"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.forbes.com/sites/kevinkruse/2016/03/07/80-20-rule/">"The 80/20 Rule And How It Can Change Your Life"</a>. <i><a href="Forbes" title="Forbes">Forbes</a></i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20171117082114/https://www.forbes.com/sites/kevinkruse/2016/03/07/80-20-rule/">Archived</a> from the original on 2017-11-17<span class="reference-accessdate">. Retrieved <span class="nowrap">2017-09-16</span></span>.</cite></span>

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<li id="cite_note-13"><span class="mw-cite-backlink"><b><a href="#cite_ref-13">^</a></b></span> <span class="reference-text"><cite id="CITEREFFerriss,_Timothy.2007" class="citation book cs1">Ferriss, Timothy. (2007). <i>The 4-hour workweek: escape 9-5, live anywhere, and join the new rich</i> (1st ed.). New York: Crown Publishers. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-0-307-35313-9</bdi>. <a href="OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/76262350">76262350</a>.</cite></span>

</li>

<li id="cite_note-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-14">^</a></b></span> <span class="reference-text"><cite id="CITEREFDwight_D._Eisenhower1954" class="citation book cs1">Dwight D. Eisenhower (August 19, 1954). <a rel="nofollow" class="external text" href="https://web.archive.org/web/20150402111315/http://www.presidency.ucsb.edu/ws/?pid=9991"><i>Address at the Second Assembly of the World Council of Churches</i></a>. Archived from <a rel="nofollow" class="external text" href="http://www.presidency.ucsb.edu/ws/?pid=9991">the original</a> on 2015-04-02. <q>Evanston, Illinois. (retrieved 31 March 2015.)</q></cite></span>

</li>

<li id="cite_note-15"><span class="mw-cite-backlink"><b><a href="#cite_ref-15">^</a></b></span> <span class="reference-text">Background on the Eisenhower quote and citations to how it was picked up in media references afterwards are detailed in: <cite id="CITEREFO'Toole2014" class="citation web cs1">O'Toole, Garson (9 May 2014). <a rel="nofollow" class="external text" href="https://quoteinvestigator.com/2014/05/09/urgent/">"What Is Important Is Seldom Urgent and What Is Urgent Is Seldom Important"</a>. <i>Quote Investigator</i>. <a rel="nofollow" class="external text" href="https://archive.today/20150411220255/http://quoteinvestigator.com/2014/05/09/urgent/">Archived</a> from the original on 11 April 2015.</cite></span>

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<li id="cite_note-Fowler,_Nina-16"><span class="mw-cite-backlink"><b><a href="#cite_ref-Fowler,_Nina_16-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFFowler2012" class="citation news cs1">Fowler, Nina (September 5, 2012). "App of the week: Eisenhower, the to-do list to keep you on task". <i>Venture Village</i>.</cite></span>

</li>

<li id="cite_note-Baer-17"><span class="mw-cite-backlink"><b><a href="#cite_ref-Baer_17-0">^</a></b></span> <span class="reference-text">Drake Baer (April 10, 2014),

<a rel="nofollow" class="external text" href="http://www.businessinsider.com/dwight-eisenhower-nailed-a-major-insight-about-productivity-2014-4">"Dwight Eisenhower Nailed A Major Insight About Productivity"</a> <a rel="nofollow" class="external text" href="https://web.archive.org/web/20150402103137/http://www.businessinsider.com/dwight-eisenhower-nailed-a-major-insight-about-productivity-2014-4">Archived</a> 2015-04-02 at the <a href="Wayback_Machine" title="Wayback Machine">Wayback Machine</a>, <i>Business Insider</i>, (accessed 31 March 2015)</span>

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<li id="cite_note-artofmanliness.com-18"><span class="mw-cite-backlink">^ <a href="#cite_ref-artofmanliness.com_18-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-artofmanliness.com_18-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-artofmanliness.com_18-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-artofmanliness.com_18-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-artofmanliness.com_18-4"><sup><i><b>e</b></i></sup></a></span> <span class="reference-text"><cite id="CITEREFMcKayBrettKate2013" class="citation news cs1">McKay; Brett; Kate (October 23, 2013). <a rel="nofollow" class="external text" href="http://www.artofmanliness.com/2013/10/23/eisenhower-decision-matrix/">"The Eisenhower Decision Matrix: How to Distinguish Between Urgent and Important Tasks and Make Real Progress in Your Life"</a>. <i>A Man's Life, Personal Development</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20140322092307/http://www.artofmanliness.com/2013/10/23/eisenhower-decision-matrix/">Archived</a> from the original on 2014-03-22<span class="reference-accessdate">. Retrieved <span class="nowrap">2014-03-22</span></span>.</cite></span>

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<li id="cite_note-Morgenstern-20"><span class="mw-cite-backlink">^ <a href="#cite_ref-Morgenstern_20-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Morgenstern_20-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-Morgenstern_20-2"><sup><i><b>c</b></i></sup></a></span> <span class="reference-text"><cite id="CITEREFMorgenstern2004" class="citation book cs1">Morgenstern, Julie (2004). <i>Time Management from the Inside Out: The Foolproof System for Taking Control of Your Schedule—and Your Life</i> (2nd ed.). New York: Henry Holt/Owl Books. p. 285. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-8050-7590-9</bdi>.</cite></span>

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<li id="cite_note-21"><span class="mw-cite-backlink"><b><a href="#cite_ref-21">^</a></b></span> <span class="reference-text"><cite id="CITEREFMackenzie1972" class="citation book cs1">Mackenzie, Alec (1972). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=tkTOSmAtuKMC"><i>The Time Trap</i></a> (3rd ed.). AMACOM - A Division of American Management Association. pp. <span class="nowrap">41–</span>42. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>081447926X</bdi>.</cite></span>

</li>

<li id="cite_note-22"><span class="mw-cite-backlink"><b><a href="#cite_ref-22">^</a></b></span> <span class="reference-text"><cite id="CITEREFLeBoeuf1979" class="citation book cs1">LeBoeuf, Michael (1979). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/workingsmart00mich"><i>Working Smart</i></a></span>. Warner Books. pp. <a rel="nofollow" class="external text" href="https://archive.org/details/workingsmart00mich/page/52">52</a>–54. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0446952737</bdi>.</cite></span>

</li>

<li id="cite_note-23"><span class="mw-cite-backlink"><b><a href="#cite_ref-23">^</a></b></span> <span class="reference-text"><cite id="CITEREFNightingale1960" class="citation book cs1"><a href="Earl_Nightingale" title="Earl Nightingale">Nightingale, Earl</a> (1960). <a rel="nofollow" class="external text" href="https://web.archive.org/web/20130108090914/http://www.success.com/articles/647-earl-nightingale-s-greatest-discovery">"Session 11. Today's Greatest Adventure"</a>. <i>Lead the Field</i> (unabridged audio program). Nightingale-Conant. Archived from <a rel="nofollow" class="external text" href="http://www.success.com/articles/647-earl-nightingale-s-greatest-discovery">the original</a> on 2013-01-08.</cite></span>

</li>

<li id="cite_note-Lakein-24"><span class="mw-cite-backlink"><b><a href="#cite_ref-Lakein_24-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFLakein1973" class="citation book cs1">Lakein, Alan (1973). <i>How to Get Control of Your Time and Your Life</i>. New York: P.H. Wyden. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-451-13430-3</bdi>.</cite></span>

</li>

<li id="cite_note-25"><span class="mw-cite-backlink"><b><a href="#cite_ref-25">^</a></b></span> <span class="reference-text"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="http://www.dyslexia-college.com/schedule.html">"Time Scheduling and Time Management for dyslexic students"</a>. <i>Dyslexia at College</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20051026082426/http://www.dyslexia-college.com/schedule.html">Archived</a> from the original on 2005-10-26<span class="reference-accessdate">. Retrieved <span class="nowrap">October 31,</span> 2005</span>.</cite> — ABC lists and tips for <a href="Dyslexic" class="mw-redirect" title="Dyslexic">dyslexic</a> students on how to manage to-do lists</span>

</li>

<li id="cite_note-26"><span class="mw-cite-backlink"><b><a href="#cite_ref-26">^</a></b></span> <span class="reference-text">Horton, Thomas. New York <i>The CEO Paradox (1992)</i></span>

</li>

<li id="cite_note-27"><span class="mw-cite-backlink"><b><a href="#cite_ref-27">^</a></b></span> <span class="reference-text">"Tyranny of the Urgent" essay by Charles Hummel 1967</span>

</li>

<li id="cite_note-28"><span class="mw-cite-backlink"><b><a href="#cite_ref-28">^</a></b></span> <span class="reference-text"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://web.archive.org/web/20170303123713/https://www.adaptrm.com/blog/time-management/">"86 Experts Reveal Their Best Time Management Tips"</a>. Archived from <a rel="nofollow" class="external text" href="https://www.adaptrm.com/blog/time-management/">the original</a> on March 3, 2017<span class="reference-accessdate">. Retrieved <span class="nowrap">March 3,</span> 2017</span>.</cite></span>

</li>

<li id="cite_note-Guardian2005-29"><span class="mw-cite-backlink">^ <a href="#cite_ref-Guardian2005_29-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Guardian2005_29-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><cite id="CITEREFHammersley2005" class="citation news cs1">Hammersley, Ben (September 28, 2005). <a rel="nofollow" class="external text" href="https://www.theguardian.com/technology/2005/sep/29/businesssense.businesssense">"Meet the man who can bring order to your universe"</a>. <i>The Guardian</i>. London: Guardian News and Media Limited<span class="reference-accessdate">. Retrieved <span class="nowrap">March 5,</span> 2010</span>.</cite></span>

</li>

<li id="cite_note-30"><span class="mw-cite-backlink"><b><a href="#cite_ref-30">^</a></b></span> <span class="reference-text"><cite id="CITEREFFerrari2015" class="citation journal cs1">Ferrari, Joseph R. (August 2015). <span class="id-lock-subscription" title="Paid subscription required"><a rel="nofollow" class="external text" href="https://dx.doi.org/10.1093/med:psych/9780195130447.003.0002">"Getting Things Done On Time"</a></span>. <i>Oxford Clinical Psychology</i>. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1093%2Fmed%3Apsych%2F9780195130447.003.0002">10.1093/med:psych/9780195130447.003.0002</a>.</cite></span>

</li>

<li id="cite_note-31"><span class="mw-cite-backlink"><b><a href="#cite_ref-31">^</a></b></span> <span class="reference-text"><cite id="CITEREFCirillo2018" class="citation book cs1">Cirillo, Francesco (2018-08-14). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=rinKDQAAQBAJ&pg=PA21"><i>The Pomodoro Technique: The Acclaimed Time-Management System That Has Transformed How We Work</i></a>. Crown. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-1-5247-6071-7</bdi>.</cite></span>

</li>

<li id="cite_note-32"><span class="mw-cite-backlink"><b><a href="#cite_ref-32">^</a></b></span> <span class="reference-text"><cite id="CITEREFProject_Management_Institute2004" class="citation book cs1">Project Management Institute (2004). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/guidetoprojectma00proj"><i>A Guide to the Project Management Body of Knowledge (PMBOK Guide)</i></a></span>. Project Management Institute. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-930699-45-X</bdi>.</cite></span>

</li>

</ol></div></div>

<div class="mw-heading mw-heading2"><h2 id="Further_reading">Further reading</h2></div>

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<ul><li><cite id="CITEREFAllen2001" class="citation book cs1">Allen, David (2001). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/gettingthingsdon00alle_0"><i>Getting things done: the Art of Stress-Free Productivity</i></a></span>. New York: Viking. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-0-670-88906-8</bdi>.</cite></li>

<li><cite id="CITEREFFiore2006" class="citation book cs1">Fiore, Neil A (2006). <a rel="nofollow" class="external text" href="https://archive.org/details/nowhabitstrategi00fior_0"><i>The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt- Free Play</i></a>. New York: Penguin Group. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-1-58542-552-5</bdi>.</cite></li>

<li><cite id="CITEREFLe_Blanc2008" class="citation book cs1">Le Blanc, Raymond (2008). <i>Achieving Objectives Made Easy! Practical goal setting tools & proven time management techniques</i>. Maarheeze: Cranendonck Coaching. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-90-79397-03-7</bdi>.</cite></li>

<li><cite id="CITEREFSecunda1999" class="citation book cs1">Secunda, Al (1999). <i>The 15 second principle: short, simple steps to achieving long-term goals</i>. New York: New York: <a href="Berkley_Books" title="Berkley Books">Berkley Books</a>. p. 157. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-425-16505-1</bdi>.</cite><span class="cs1-maint citation-comment"><code class="cs1-code">{{cite book}}</code>: CS1 maint: publisher location (link)</span></li>

<li>Burkeman, Oliver (2021). <i>Four Thousand Weeks. Time Management for Mortals</i>, Farrar, Straus and Giroux. 978–0374159122</li>

<li>“Merriam-Webster Dictionary.” <i>Merriam-Webster.com</i>, 2024, www.merriam-webster.com/dictionary/diarize.</li>

<li>“Merriam-Webster Dictionary.” <i>Merriam-Webster.com</i>, 30 July 2024, www.merriam-webster.com/dictionary/tiered.</li></ul>

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<div class="side-box-text plainlist">Look up <i><b><a href="https://en.wiktionary.org/wiki/Special:Search/time_management" class="extiw external" title="wiktionary:Special:Search/time management">time management</a></b></i> in Wiktionary, the free dictionary.</div></div>

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</style><div id="Management363" style="font-size:114%;margin:0 4em"><a href="Management" title="Management">Management</a></div></th></tr><tr><td class="navbox-abovebelow" colspan="2"><div>

<ul><li><a href="Outline_of_management" title="Outline of management">Outline of management</a></li>

<li><a href="Index_of_management_articles" title="Index of management articles">Index of management articles</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">By type<br>of organization</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Academic_administration" title="Academic administration">Academic</a></li>

<li>Association</li>

<li><a href="Business_administration" title="Business administration">Business</a>

<ul><li><a href="Restaurant_management" title="Restaurant management">Restaurant</a></li></ul></li>

<li><a href="Court_management" class="mw-redirect" title="Court management">Court</a></li>

<li><a href="Health_administration" title="Health administration">Healthcare</a></li>

<li><a href="Intelligence_cycle_management" title="Intelligence cycle management">Intelligence</a></li>

<li><a href="Military_administration" title="Military administration">Military</a></li>

<li><a href="Public_administration" title="Public administration">Public</a></li>

<li><a href="Reputation_management" title="Reputation management">Reputation</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">By focus,<br>within an<br>organization</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"></div><table class="nowraplinks navbox-subgroup" style="border-spacing:0"><tbody><tr><th scope="row" class="navbox-group" style="width:1%">On scope</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"></div><table class="nowraplinks navbox-subgroup" style="border-spacing:0"><tbody><tr><th scope="row" class="navbox-group" style="width:1%"><a href="Strategic_management" title="Strategic management">Strategic</a><br>(top-level)</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Capability_management" title="Capability management">Capability</a></li>

<li><a href="Capital_management" title="Capital management">Capital</a></li>

<li><a href="Change_management" title="Change management">Change</a></li>

<li><a href="Communications_management" title="Communications management">Communication</a></li>

<li><a href="Financial_management" title="Financial management">Financial</a></li>

<li><a href="Innovation_management" title="Innovation management">Innovation</a></li>

<li><a href="Enterprise_legal_management" title="Enterprise legal management">Legal</a></li>

<li><a href="Performance_management" class="mw-redirect" title="Performance management">Performance</a></li>

<li><a href="Systems_management" title="Systems management">Systems</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">On component</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Facility_management" title="Facility management">Facility</a></li>

<li><a href="Product_management" title="Product management">Product</a>

<ul><li><a href="Product_lifecycle" title="Product lifecycle">Product lifecycle</a></li>

<li><a href="Brand_management" title="Brand management">Brand</a></li></ul></li>

<li><a href="Project_management" title="Project management">Project</a>

<ul><li><a href="Construction_management" title="Construction management">Construction</a></li></ul></li>

<li><a href="Program_management" title="Program management">Program</a></li></ul>

</div></td></tr></tbody></table><div></div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">On activity or<br>department<br>managed</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"></div><table class="nowraplinks navbox-subgroup" style="border-spacing:0"><tbody><tr><th scope="row" class="navbox-group" style="width:1%"><a href="Line_management" title="Line management">Line</a></th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Marketing_management" title="Marketing management">Marketing</a></li>

<li><a href="Operations_management" title="Operations management">Operations</a>/<a href="Manufacturing_process_management" title="Manufacturing process management">production</a>

<ul><li><a href="Process_management_(computing)" title="Process management (computing)">Process</a></li>

<li><a href="Quality_management" title="Quality management">Quality</a></li></ul></li>

<li><a href="Sales_management" title="Sales management">Sales</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="Staff_management" title="Staff management">Staff</a></th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Accounting_management" class="mw-redirect" title="Accounting management">Accounting</a></li>

<li><a href="Office_management" title="Office management">Office</a></li>

<li><a href="Records_management" title="Records management">Records</a></li></ul>

</div></td></tr></tbody></table><div></div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">On aspect or<br>relationship</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Customer_relationship_management" title="Customer relationship management">Customer relationship</a></li>

<li><a href="Engineering_management" title="Engineering management">Engineering</a></li>

<li><a href="Logistics" title="Logistics">Logistics</a></li>

<li><a href="Perception_management" title="Perception management">Perception</a></li>

<li><a href="Supply_chain_management" title="Supply chain management">Supply chain</a></li>

<li><a href="Talent_management" title="Talent management">Talent</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">On problem</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Conflict_management" title="Conflict management">Conflict</a></li>

<li><a href="Crisis_management" title="Crisis management">Crisis</a></li>

<li><a href="Stress_management" title="Stress management">Stress</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="Resource_management" title="Resource management">On resource</a></th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Environmental_resource_management" title="Environmental resource management">Environmental resource</a></li>

<li><a href="Field_inventory_management" class="mw-redirect" title="Field inventory management">Field inventory</a></li>

<li><a href="Human_resource_management" title="Human resource management">Human resources</a></li>

<li><a href="Information_management" title="Information management">Information</a></li>

<li><a href="Information_technology_management" title="Information technology management">Information technology</a></li>

<li><a href="Knowledge_management" title="Knowledge management">Knowledge</a></li>

<li><a href="Materials_management" title="Materials management">Materials</a></li>

<li><a href="Skills_management" title="Skills management">Skills</a></li>

<li><a href="Technology_management" title="Technology management">Technology</a></li>

</ul>

</div></td></tr></tbody></table><div></div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Positions</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Interim_management" title="Interim management">Interim</a></li>

<li><a href="Middle_management" title="Middle management">Middle</a></li>

<li><a href="Senior_management" title="Senior management">Senior</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Methods,<br>approaches</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Adhocracy" title="Adhocracy">Adhocracy</a></li>

<li><a href="Collaborative_method" title="Collaborative method">Collaborative method</a></li>

<li><a href="Distributed_management" title="Distributed management">Distributed</a></li>

<li><a href="Earned_value_management" title="Earned value management">Earned value management</a></li>

<li><a href="Evidence-based_management" title="Evidence-based management">Evidence-based management</a></li>

<li><a href="Full_range_leadership_model" title="Full range leadership model">Full range leadership model</a></li>

<li><a href="Management_by_objectives" title="Management by objectives">Management by objectives</a></li>

<li><a href="Management_style" title="Management style">Management style</a></li>

<li><a href="Macromanagement" title="Macromanagement">Macromanagement</a></li>

<li><a href="Micromanagement" title="Micromanagement">Micromanagement</a></li>

<li><a href="Scientific_management" title="Scientific management">Scientific management</a></li>

<li><a href="Social_entrepreneurship" title="Social entrepreneurship">Social entrepreneurship</a></li>

<li><a href="Sustainable_management" title="Sustainable management">Sustainable management</a></li>

<li><a href="Team_building" title="Team building">Team building</a></li>

<li><a href="Virtual_management" title="Virtual management">Virtual management</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Skills,<br>activities</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Decision-making" title="Decision-making">Decision-making</a></li>

<li><a href="Forecasting" title="Forecasting">Forecasting</a></li>

<li><a href="Leadership" title="Leadership">Leadership</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Pioneers,<br>scholars</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Peter_Drucker" title="Peter Drucker">Peter Drucker</a></li>

<li><a href="Eliyahu_M._Goldratt" title="Eliyahu M. Goldratt">Eliyahu M. Goldratt</a></li>

<li><a href="Oliver_E._Williamson" title="Oliver E. Williamson">Oliver E. Williamson</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Education</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Business_school" title="Business school">Business school</a></li>

<li><a href="Certified_Business_Manager" title="Certified Business Manager">Certified Business Manager</a></li>

<li><a href="Chartered_Management_Institute" title="Chartered Management Institute">Chartered Management Institute</a></li>

<li><a href="Critical_management_studies" title="Critical management studies">Critical management studies</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Degrees</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Bachelor_of_Business_Administration" title="Bachelor of Business Administration">Bachelor of Business Administration</a></li>

<li><a href="Master_of_Business_Administration" title="Master of Business Administration">Master of Business Administration</a></li>

<li><a href="PhD_in_management" title="PhD in management">PhD in management</a></li>

<li><a href="Doctor_of_Business_Administration" title="Doctor of Business Administration">Doctor of Business Administration</a></li></ul>

</div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%;background-color: LemonChiffon">Other</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em">

<ul><li><a href="Business_administration" title="Business administration">Administration</a></li>

<li><a href="Collaboration" title="Collaboration">Collaboration</a></li>

<li><a href="Corporate_governance" title="Corporate governance">Corporate governance</a></li>

<li><a href="Executive_compensation" title="Executive compensation">Executive compensation</a></li>

<li><a href="Management_consulting" title="Management consulting">Management consulting</a></li>

<li><a href="Control_(management)" title="Control (management)">Management control</a></li>

<li><a href="Management_cybernetics" title="Management cybernetics">Management cybernetics</a></li>

<li><a href="Management_development" title="Management development">Management development</a></li>

<li><a href="Management_fad" title="Management fad">Management fad</a></li>

<li><a href="Management_system" title="Management system">Management system</a></li>

<li><a href="Managerial_economics" title="Managerial economics">Managerial economics</a></li>

<li><a href="Managerial_psychology" title="Managerial psychology">Managerial psychology</a></li>

<li><a href="Managerialism" title="Managerialism">Managerialism</a></li>

<li><a href="Organization_development" title="Organization development">Organization development</a></li>

<li><a href="Organizational_behavior_management" title="Organizational behavior management">Organizational behavior management</a></li>

<li><a href="Pointy-haired_Boss" class="mw-redirect" title="Pointy-haired Boss">Pointy-haired Boss</a></li></ul>

</div></td></tr><tr><td class="navbox-abovebelow" colspan="2"><div><span class="noviewer" typeof="mw:File"></span> <b><a href="Portal%3ASystems_science" title="Portal:Systems science">Systems science portal</a></b></div></td></tr></tbody></table></div>

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