Time, One More Time

by Robert Adcock, John Lee



The time available to executives and managers has become so critical that many companies now consider executive time as the decisive criterion for entering new ventures rather than return on investment, according to Curtis H. Jones.' Leo B. Moore has attested to the importance of time to the manager. He contends that the manager's job is so fragmented that his time must be divided between getting today's job done and thinking of tomorrow's activities. It follows that the value of managing an executive's time cannot be underestimated. Time is a unique resource. Everyone has equal shares. It cannot be bought and everything takes time. The only real solution is better use of available time. Executives and managers must learn to manage the use of their time. Peter Drucker has noted that one of the five habits common to all effective executives is knowing where their time goes and where it should go. The practice of time management is a habit which can be learned. Learning occurs in many ways. One way is by trial and error. Many successful executives and managers have learned to solve their time problems in this manner as evidenced by the amount of "how to" literature that has appeared in the past ten years on tithe conservation. A preferable way of learning is through a methodical, systematic approach to the problem.

California Management Review

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Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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