Self-management techniques include: Definition, goals and functions of self-management. Self-management - Circle of rules

To effectively manage people, a manager must first master the science and art of managing himself. Self-management (personal management) helps the manager: rationally organize his work and the work of his subordinates; realize professional and life goals; avoid stressful situations; increase performance; receive satisfaction from the work performed.

Reasonable self-organization gives the manager the following advantages:

performing work at lower costs;
best organization personal labor;
less workload;
fewer errors when performing your functions;
more pleasure from work, greater motivation to work;
less haste and stress;
growth of qualifications;
better labor results;
achieving professional and life goals in the shortest possible way.

There are different points of view on the concept of self-management. A narrow interpretation of self-management as an individual technology for using working time is quite common. L. Seiwert, for example, gives the following definition: “Self-management is the consistent and purposeful use of proven practical methods work in daily activities in order to use your time optimally and meaningfully."

In most sources, self-management is defined as self-government, a process of self-activity, and personal elevation. Effective self-government is objectively connected both with human nature (biorhythms, genetic program), and with organization (things, people, ideas, relationships), and social management.

In our opinion, self-management is both a science and an art:

effective use of basic personal resources (such as time, activity, solvency, education);
management of personal life processes (work of a manager, use of free time, career);
managing the manager’s performance results (qualification level, personal qualities, image).

The main goal of personal management is to make the best use of own capabilities, consciously manage the course of your life (be able to self-determinate), it is easier to overcome external circumstances both at work and in your personal life.

The daily solution of various kinds of tasks and problems can be represented as a number of different functions that are in a certain interdependence with each other and, as a rule, are carried out in a certain sequence.

Such a process of self-management can be represented as a kind of "circle of rules ", clearly demonstrating the connections between individual functions of self-management.

The outer circle indicates the following six functions.

1. Setting goals. Analysis and formation of personal goals.
2. Planning. Developing plans and alternative options for your activities.
3. Making decisions. Making decisions on upcoming matters.
4. Implementation and organization. Creating a daily routine and organizing personal labor process in order to achieve the assigned tasks.
5. Control. Self-control and monitoring of results (if necessary, adjustment of goals). In the inner circle there is a complementary function.
6. Information and communications.

The remaining functions “revolve” to a certain extent around this function, since communication as the exchange of information is necessary in all phases of the self-management process.

The individual functions do not strictly follow one another, as is presented in this model, but are intertwined in a variety of ways.

Certain working techniques and methods of managing oneself, one’s time, career, and image constitute self-management techniques, which are presented in Table. 5.2.

Table 5.2

Self-management technique

Self-management functions	Working techniques, methods	Achieved result
1. Setting goals	Goal setting, situational analysis, targeted strategies and methods for achieving success, goal formulation	Motivation, elimination weaknesses, recognizing advantages, concentrating efforts on bottlenecks, fixing deadlines and next steps
2. Planning	Annual planning, monthly planning, ten-day planning, daily planning, principles of time management, Alps method, management using a time diary	Preparation for achieving the goal, optimal distribution and use of time, reduction of terms of use
3. Decision making	Prioritization, Pareto principle (80:20 ratio), ABC analysis, Eisenhower principle, delegation of tasks	Organization of work leading to success, priority solution of vital problems, ordering of affairs according to their importance, getting rid of the “tyranny” of urgency, productivity of labor costs
4. Implementation and organization	Daily routine, productivity chart, biorhythm, self-expression, daily work plan	Applying self-management, focusing on significant tasks, taking advantage of peak productivity, taking into account periodic fluctuations, developing an individual working style
5. Control	Controlling the work process (comparing the plan with the result), controlling the results (monitoring the achievement of set goals, intermediate results), reviewing the results of the past day (self-control)	Ensuring planned results, positive impact on the course of life

The personal management system can be represented as a model of requirements for the qualities of a manager who is able to manage himself (Table 5.3). This model shows that the art of managing oneself consists of seven main blocks of personal qualities.

Table 53

Ability to manage yourself

Basic blocks of qualities (first level)		Primary qualities (second level)
1. Personal organization	Ability to live and work within the system	1.1. Commitment to a systems approach. 1.2. Ability to value and use time effectively. 1.3. The ability to focus on the main thing. 1.4. The ability to do everything in order. 1.5. The ability to not lose sight of the little things. 1.6. Ability to analyze time spent
2. Self-discipline	The ability to control oneself and manage one’s behavior	2.1. Commitment, ability to keep one's word. 2.2. Punctuality, accuracy of execution. 2.3. Composure, ability not to scatter. 2.4. Having a sense of responsibility. 2.5. The ability to give up pleasure for the sake of the main thing
3. Knowledge of personal work techniques	Knowledge of the rules and techniques of personal work and the ability to use them	3.1. Organization of the workplace. 3.2. Ability to work with information. 3.3. Ability to draft documents. 3.4. Ability to speak on the telephone. 3.5. Listening skills. 3.6. The ability to plan your affairs. 3.7. Knowledge of methods for rationalizing personal work. 3.8. Ability to use modern organizational and computer technology. 3.9. Ability to change activities. 3.10. Knowledge of communications technology. 3.11. Ability to delegate authority. 3.12. Ability to prepare for a business trip
4. Emotional-volitional potential	The ability to control one's will	4.1. Volitional qualities. 4.2. Hard work. 4.3. Persistence in work. 4.4. Determination. 4.5. Determination. 4.6. Assertiveness. 4.7. The ability to interest and motivate yourself. 4.8. Optimism and cheerfulness. 4.9. Passionate about work. 4.10. Dedication to work and team. 4.11. Family well-being. 4.12. Self-confidence. 4.13. Psychological preparation for work
5. The ability to make yourself healthy	Good health, mental hygiene	5.1. Physical exercise. 5.2. Nutrition. 5.3. Dream. 5.4. Breath. 5.5. Water procedures. 5.6. Hardening. 5.7. Fighting noise. 5.8. Nervous system training. 5.9. Ability to relax. 5.10. Refusal bad habits. 5.11. Work and rest modes
6. Ability to formulate and realize life goals	Ability to formulate and achieve life goals	6.1. The ability to know yourself. 6.2. The ability to formulate your life goals. 6.3. Ability to make decisions. 6.4. Ability to plan a career. 6.5. Ability to find and receive Good work. 6.6. Ability to adapt to a team
7. Personal self-control	The ability to control the processes and results of one’s activities	7.1. Process control. 7.2. Control of results. 7.3. Control of the day. 7.4. Ability to form and control your image

The effectiveness of a manager’s work largely depends on appropriate efforts to improve their activities - self-management. It allows you to hone your ability to work smarter, more correctly, more rationally.

IN development of self-management can be distinguished three stages :

first associated with the experience of individuals who, through trial and error, tested the effectiveness of various techniques in personal work techniques. Having begun in ancient times, it continues today in the life of every person;
second obliged to the division of labor in this area. The specialization that resulted from it led to the development of such abilities as memory training, rational reading, etc. Today, the division of labor in self-management continues to deepen. Developments such as business phone conversation, managing your emotions, the art of listening to your interlocutor, etc.;
third due to the systematization of knowledge in personal work techniques. It consists in identifying the necessary departments of science and building an interconnected whole from them.

From point of view systemic approach simplified human model may be presented five components. physical, moral, psychological, rational and creative. Self-management is the ability to manage each of the five listed subsystems and their integral – personality,

From point of view situational approach, you can manage yourself in different ways, using various systems management: self-regulation, analysis, adaptation, rationalization and personality development.

Self-management - this is, first of all, self-organization, the ability to manage oneself, to manage the management process in the broadest sense of the word - in time, space, communication, the business world. This formulation means the consistent and targeted application of proven methods and techniques in everyday practice in order to optimally use the resource of time. A leader must be able to organize his pile in such a way that its effectiveness is maximized. But to achieve this, the manager must constantly analyze his actions:

how I distributed management work between myself and my deputies;
how I manage my time and improve my use of it;
how I listen and speak, do I know how to inspire people;
how is mine organized workplace, including Information Support;
how to improve your style and working methods.

“Manage your time consciously
and your life path will be successful.”
Lothar Seiwert

Working time management is nothing more than the ability to competently plan your work schedule and no less important skill- follow the planned schedule exactly. All this is done with the aim of increasing productivity, and, consequently, achieving the best results.

What does a “time management strategy” include?

First of all, this is an analysis to determine. To carry it out, you can use testing, observation, monitoring and study of the collected material.
Drawing up a plan, preceded by a clear statement of the task.
Implementation of the plan. This stage pursues the solution of two types of goals - personal and general. Personal goals are those tasks and responsibilities that you have to complete independently and for which you do not need outside help. For example, write a statement or draw up a report on the work you personally have done.
General goals include goals the achievement of which requires outside intervention. For example, preparing a corporate evening, because besides you, others will be involved in it. But, the main thing is to realize that both goals are closely related to each other and it is important to correctly combine their implementation.
Control, audit, prompt response and timely introduction of amendments and additions. Please note that the main task is not only to get a good result, but also to spend a minimum of time. Therefore, previously outlined plans must be reviewed and adjusted from time to time in order to bring maximum impact.

Definition of "self-management"

Lothar Seiwert, one of the best European experts on time management and head of the German Institute of Time Management and Life Leadership, believes that personal management or, as it is also called, self-management is the daily application of proven methods and techniques that increase efficiency in personal practice.

His the main task is to learn to maximize your potential and consciously direct your life in the right direction.

Functions and methods of self-management

Personal management performs a number of functions. Together, these 5 basic functions make up the “circle of rules”, which includes: goal setting, planning, decision making, implementation of plans and control. In the center of this circle there is another function - information and communication. But you shouldn’t differentiate them - after all, they are all quite closely related to each other and often intersect in the implementation process.

To achieve goals, self-management uses many different techniques. Most of them are familiar to us. Let's look at the most popular of them, try to understand what personal management functions they help implement, and what benefits we get from using them.

Setting goals. This function can be achieved through the use of self-management methods such as: competent goal formulation, SWOT analysis, and choosing a strategic line of behavior. Using these techniques allows you to see weak spots and shortcomings and focus on eliminating them.
Planning. The effective implementation of this function is accompanied by the use of the following self-management techniques - daily, monthly and annual planning, drawing up operational and strategic plans, using the principles of time management and Benjamin Franklin’s time management system, keeping “Time Diaries” and drawing up a “day plan” using the “Alps” method. All this helps not only to correctly redistribute work time, but also save from a few minutes to several hours every day.
Making decisions. The implementation of this function requires the use of methods such as: delegation of authority, prioritization, the 80/20 rule (Pareto's law), the Eisenhower method and ABC analysis. All of them are aimed at solving the most important tasks first and allowing you to avoid deadlines.
Implementation and organization. To perform this function, it is customary to study your biorhythms and draw up a productivity schedule in order to identify the most effective time for work, and then, in accordance with them, make plans for the day. This allows you to achieve better results due to the correct redistribution of time.
Control. This function requires both control over the execution process and control of the final results. It allows you to compare what is planned with what comes out in the end. Over time, this leads to more accurate completion of assigned tasks.
Information and communications. At the stage of implementing this function, methods such as the use of reminders, competent negotiations, rational use of communication means and optimally fast search for the required information are used.

Before choosing the methods and techniques that are best for you, you should conduct a thorough analysis of your workday and determine how exactly your time is spent.

Recommendations for increasing the effectiveness of personal management

Don’t forget to delegate some of the work to employees and colleagues.
Plan the most difficult and important tasks for the first half of the day and begin easier and more enjoyable ones only after their successful completion.
Allow 20-30% of the time in case of force majeure or urgent matters.

Using a time management strategy and mastering personal management skills will help you organize your work day correctly and thereby significantly improve the results of your work.

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IRKUTSK TECHNIQUE OF CINEMA AND TELEVISION

TOPIC: Management methods. Self-management

CHECKED BY: Khitirkheeva Natalya Kimovna

IRKUTSK 2012

Introduction

1. The concept of self-management

4. Principles of self-management

Conclusion

List of sources and literature used

Introduction

Being organized, whether it relates to your surroundings or your time, means being prepared. This means feeling composed, in control, ready to take advantage of every opportunity available, and to deal with any surprises and surprises that life throws your way. We live in a complex, fast-paced world that is full of endless possibilities.

The relevance of the topic “Manager’s management itself” is determined by the fact that many managers, when managing certain entities, do not show sufficient organization and commitment, do not know how to rationally use working time, their own and that of their subordinates, etc. and so on. This is especially true for young managers and executives. Success in their career will largely depend on the degree of their self-organization.

1. The concept of self-management

Self-management, first of all, is self-organization, the ability to manage oneself, to manage the management process in the broadest sense of the word - in time, space, communication, the business world. A manager must be able to organize his work in such a way that efficiency is maximized.

Mastering this science is not so easy, and a young leader needs to start with self-education, and just acquiring knowledge is not enough; the practical implementation of the acquired knowledge and skills is also necessary.

Self-management is very hard work, so you need to be prepared to improve yourself.

You need a serious approach when developing your program. First of all, it is necessary to develop a program taking into account the issues that have to be resolved in the process professional activity. When choosing a program, one must take into account the changes occurring in life - in economics, science, modern methods management, etc. It is necessary to take into account aspects of the practical implementation of acquired knowledge.

The most critical point of self-management is learning to plan your working time. Planning is designed to ensure rational use of the most valuable thing - time, and this presupposes:

Use of available time for fruitful and successful activities (maximum criterion);

Achieving goals with the least amount of time (minimum criterion).

The purpose of this work is to study self-management as a way to increase the effectiveness of a manager.

Based on the goal, the following tasks are considered in the work:

1. Give the concept of self-management;

2. Determine the goals and functions of self-management;

3. Study the basics and techniques of planning and decision-making;

4. Analyze the principles of self-management;

5. Consider the motivation for self-improvement.

2. Definition, goals and functions of self-management

Self-management is the consistent and purposeful use of proven work methods in everyday practice in order to use your time optimally and meaningfully.

The main goal of self-management is to make the most of your own capabilities, consciously manage the course of your life (self-determination) and overcome external circumstances both at work and in your personal life.

Every person, and especially those who are preparing themselves for the work of an organizer-manager or are already one, need to be able to transform a situation that is characterized by disordered actions due to external circumstances into a situation of directed and achievable tasks. Even when various tasks are falling on you from all sides and the work is simply overwhelming, thanks to consistent time planning and the use of methods of scientific organization of work, you can better carry out your activities, allocating a reserve of time every day (including for leisure) for truly leadership functions.

Many managers are too focused on the process of activity rather than on its results. With this approach they prefer:

*doing things right instead of doing the right things;

*solve problems instead of creating creative alternatives;

*do your duty instead of achieving results;

*reduce costs instead of increasing profits.

L. Seivert quite rightly reminds us that it is necessary to improve your life from yourself. “Change yourself and you will change the world around you.” Instead of changing circumstances that we are already unable to change, we need to change our attitude towards them.

L. Seivert gives practical recommendations for those who want to improve their direct performance of managerial functions by spending less time at work, performing assigned tasks more effectively with less time, preventing stress, and improving their skills. He proposes to control what we all often lack - time - by drawing up work plans, where each activity needs to be given a place, indicating a time interval.

The daily solution of various kinds of tasks and problems can be represented in the form of various functions that are in a certain interdependence with each other and, as a rule, are carried out in a certain sequence. The self-management process, in terms of the sequence of specific functions, covers the following six phases:

*goal setting - analysis and formation of personal goals;

*planning - development of plans and alternative options for one’s activities;

*making decisions on specific cases;

*organization and implementation - drawing up a daily routine and organizing the personal work process in order to achieve the assigned tasks;

*control - self-control and total control (if necessary - adjustment of goals);

*information and communication is a phase that is inherent to a certain extent in all functions, since both communication and information exchange are necessary in all phases of self-management.

The individual functions do not necessarily follow one another strictly, but may be intertwined.

3. Fundamentals and methods of planning and decision making

The benefits of mastering the art of self-management are as follows:

v performing work with less time, better organization of work; less haste and stress; more job satisfaction; active labor motivation; growth of qualifications; reducing workload; reduction of errors when performing their functions; achieving professional and life goals in the shortest possible way.

There are several techniques for planning time and making decisions. Let's look at some of them.

Alps method

The Alps method includes five stages:

*Preparation of daily tasks.

*Estimation of promotion duration.

*Reservation of time “in reserve”.

*Making decisions on priorities, reductions and reassignment (delegation).

*Follow-up control - transferring what was not done.

Keeping a time diary, which is also a reminder calendar, Personal diary, notebook, planning tool, reference book, subscription book, idea index and control tool.

Pareto principle

The application of the Pareto principle (ratio 80: 20) is that if all work functions are considered from the point of view of efficiency, then it turns out that 80% of the final results are achieved in 20% of the time spent, while the remaining 20% of the total “absorb” 80 % of working time.

Setting priorities using ABC analysis involves three principles:

It must be taken into account that setting priorities is important rule efficient technical work. You need to understand that not everything can be done and not everything needs to be done. You should always start with the most important things.

Eisenhower Analysis

According to this rule, they are established according to such criteria as the urgency and importance of the matter.

Depending on the degree of urgency and importance of the task, there are four possibilities for assessing it and (eventually) executing it:

1) urgent/important matters. You need to take on them immediately and carry them out yourself.

2) Urgent/less important matters.

3) Less urgent/important tasks. They do not need to be done urgently. But we need to make sure that they do not become urgent matters.

4) Less urgent/less important tasks.

The considered aspects of self-management are of a rationalistic or so-called Western approach in nature, developing the abilities and strength of the mind.

Self-management tasks also take into account such a factor of human activity as biological, which includes the concept of the natural rhythm of work individually for each person and the concept of biorhythms.

The performance of each person is subject to certain fluctuations that occur within the framework of a natural rhythm. They usually talk about the “man of the morning” or “lark” and about the “man of the evening” or “owl”. Their peak performance occurs at different times of the day. Each of us can adapt to these fluctuations in our performance. It is necessary to study your abilities and use these patterns in your daily routine.

In the life of every person there are three different flows of energy present and influenced:

Physical rhythm (affects physical strength and willpower);

Mental rhythm (determines the dynamics of feelings, moods, creative forces);

Intellectual rhythm (affects mental abilities).

Since the duration of individual periods is different (23, 28 and 33 days), each person always has different, constantly changing combinations of characteristics of the physical, psychological and intellectual state.

Taking into account your individual biorhythmic state allows you to improve your performance, taking it into account when drawing up work plans.

The internal path of self-improvement is much more difficult, although it pays off many times more. Its results are felt almost immediately if you have found your true, individual, unique path. What is so important is not the external side of well-being (although this is only a consequence of internal reasons), but the state of the internal mental comfort, determination of true goals and desires. Most often we strive for something that is not ours by one's own desire, but determined by the desires and goals of the society in which we find ourselves. That is why achieving your goals is very difficult, with great effort, or not at all. We are driven by some needs that, in fact, are not ours, but are dictated by our relatives, friends, teachers, acquaintances, etc. We move in a stream, not realizing that we are a full-fledged unit of the Universe and the world. And then we find ourselves immersed in all sorts of problems and troubles.

Therefore, first of all, we must learn not to identify ourselves with others, determine the boundaries of our “I,” and study its strengths and weaknesses. To find your true freedom, which is inner freedom, is freedom of spirit, freedom of thoughts and actions. A person who has mastered this freedom goes his own way in life, finds his own, individual meaning of life and does only what he needs, and not what others around him need.

The DEIR system, a system for further energy information development, can help with this. This is one of the ways to achieve inner harmony, determine your life values, follow them and put them into practice. This is a way to depend least on external circumstances, to be decisive, not determined. The DEIR system will help you “notice” your true desires and effectively implement them without getting caught up in them or becoming attached to them. A person himself has everything he needs to live, develop, improve, and help himself cope with his problems. Every person is created to be able to help himself. There can be no true help from Neti other than self-help. “The rescue of drowning people is the work of the drowning people themselves.” D. Verishagshin speaks about this, offering to learn how to manage own destiny, bring harmony and independence into your life.

4. Principles of self-management

self-management planning leader

The essence of self-management is based on a number of points: principles, conditions for the manifestation of foundations), conceptualization, etc. If the principles of self-organization represent the essence of the final phenomenon of a system of systems, then the principles of self-management, partially “intersecting” with the principles of self-organization, define at the conceptual level the meaning of management in conditions of self-organization human factors. Self-organization, in turn, involves their multi-stage implementation.

a) Spontaneity. The principle is fundamental and ensures the emergence of trends and observable facts of effect in the conditions of specific market segments and corresponding managed systems, regardless of the form of ownership. IN certain conditions this principle allows not only to take into account the enormous hidden possibilities any socio-economic systems, but also transfer to them the vast majority of functions, including self-management. Taking this principle into account requires certainty in the behavior of administrators, managers, entrepreneurs, managers and the process executors themselves.

b) “Immersion” of the system.

This principle, when implementing self-management, as law, is ahead of time in the process of practical system formation, i.e. clearly consistent. The parallelism arises a little later. The effect of self-organization, self-developing and arising only in so-called situations “immersed” in its external resource-holding environment, firstly, depends on the state of the necessary resources and the characteristics of the corresponding relationships in terms of access to them, and secondly, it can spontaneously limit its continuum of states for the formation of new types of their materialized education systems with only three final results:

1) for “myself”;

2) for the shadow market;

3) for society.

c) Direction of self-organization.

The principle of spontaneously directed spontaneous generation of previously “immersed” temporary horizontal systems as a powerful reaction is important free market self-organizing participants on the monopolistic nature of state and corporate structures on the basis of ignoring or taking into account self-organization before the start of entrepreneurship. In other words, the implementation of this principle through the entire state of self-development and self-privatization of property, the catastrophe of system resources up to the beginning of the process of self-optimization of its horizontal structures.

d) Artificial origin.

This principle reflects not so much the need to take into account the unconditional increase in initial actual resource consumption (for all resources and services) over that calculated a priori (based on regulatory materials or by entrepreneurs) without guaranteeing parallel receipt of possible useful results for society (due to the total effect of diffusion and dissipation), as much as the resource artificiality of the beginning of spontaneous growth and development of self-organization. Entrepreneurs, administrators, and managers must either take into account or artificially “create” a market situation in which “immersed” systems can for some time be self-sufficient in what they need to “contain” the effect of self-liquidation.

d) Resource support.

When implementing this principle, several points should be taken into account:

1) self-management, having created a specific horizontal system, must allow it to self-determine, i.e. the manager is obliged to become only an observer for a while;

2) a specific soft system spontaneously solves the necessary problems of self-sufficiency with resources and services. Self-standardization of one’s work, self-optimization of one’s horizontal structure both in terms of the number of participants and in their relationships in terms of the development of temporary interdependence on each other, etc.;

3) with the development of self-government, the soft system is capable of self-destruction without obtaining corresponding results or with obtaining them, which may be a consequence of the lack of resource support;

4) a practically soft system, having spontaneously realized its internal tasks, is able to instantly finish a specific job within the limits of the previous principles remaining after self-implementation, without being interested in the final results. Here, self-government must always be fueled by additional resources.

f) The combination of spasmodic and evolutionary processes.

Unambiguously, the spontaneous spasmodic manifestation of the effect of self-privatization, anastrophy and self-organization is associated with the peculiarities of the horizontal response of managed socio-economic systems to the strict control influence of administrative and bureaucratic structures. Self-management during structural evolutions and hierarchical reorganizations is minimal. Jumps, system mutations and bifurcations of control channels are most often realized spontaneously, but, as a rule, after “impact”, i.e. parallel.

g) Parallelism.

It is assumed that the phenomena of self-privatization, disasters and self-organization, which create certain systemic effects and form new tasks for self-management, develop in parallel with existing processes in hierarchical systems. This parallelism is reflected by all market structures, and it is understandable.

h) Concept intensity.

This principle is globalized and is a set of several different principles:

Flexibility is a must

The presence of translucent boundaries between regions and specific markets,

Associativity of compositional construction,

Horizontal associative construction as the basis for the temporary stability of the system in the transition period,

Preservation of the hierarchical intervention of central authorities, but in the form of regulation according to a limited number of parameters,

Self-governance of systems, but only after identifying their horizontal structures and taking into account the requirements of central regulation.

i) Virtuality.

Creation of new self-management objects on the basis of self-organization is a fuzzy set of temporary relations between the parties.

j) The duality of self-government.

The duality (dual) nature of self-manifestation of self-management is manifested in the fact that in hierarchical structures the functions of the power of the entrepreneur, the administrative, methodological power of managers and the invisible influence of management are “mixed” in the most bizarre way. Self-management is one of the finite sets of functions of administrative and bureaucratic systems. If the hierarchy is virtual, i.e. is based on self-organization and decentralized in the direction of horizontal structures, then self-management is maximized and becomes a system.

k) Subsidiarity (additionality) of self-management.

In the development of formal decentralization and democratic governance, self-management actually implements self-organization.

m) Digitality

Reflecting the so-called subject-centricity (subject-organizational isolation), digitality is the most important modern solution to the problems of management decentralization.

The overall principles of self-management define the essence as complexly composed by the “efforts” of phenomena and managers and, to a large extent, as being solved primarily from conditional positions.

Materialization of the essence of self-management is possible under certain conditions (grounds) and under specific restrictions.

Conclusion

The ability to get along with people is management, the ability to get along with time is self-management. Moreover, the quality of the latter determines the effectiveness of the former. Self-management refers to the consistent and appropriate use of proven work methods in everyday practice in order to use your time optimally and meaningfully.

Time management is a very personal thing. From the dozens of suggested tips, we must select only those that suit you and make them work for you. Learning to manage time is not a task for weak person. Power over time is given only in a continuous struggle with “time wasters.” Time management techniques give you the opportunity to manage your life.

The peculiarity of the modern view of a manager as a team leader is that he is seen as a carrier of innovative organizational culture, as the main initiator of consistent changes in the organization. The most important features of a modern leader: professionalism, the ability to lead a team, the desire to create and maintain a good psychological climate is impossible without working on oneself, without self-management.

In this work, we examined progressive planning techniques, practical advice and recommendations for effective organization their activities, planning working time, setting priorities in work.

List of sources and literature used

1. Verishchagin D.S. Formation: System of further energy-informational development, stage II. St. Petersburg: Publishing House "Nevsky Prospekt", 1999. - 188 p.

2. Julia Morgenstern Time management. The art of planning and managing your time and your life. M.: LLC " good book", 2001. - 264 p.

3. Seiwert L. Your time is in your hands. M.:INFRA-M, Interexpert, 1995. - 267 p.

4. Ilyin E.P. Motivation and motives. St. Petersburg: Peter, 2003. - 512 p.

5. Kuznetsova E. Build a destiny // Characters. 2003. No. 4. P.48-50.

6. Maslow A. Motivation and personality. St. Petersburg: Peter, 2003. - 352 p.

7. Milner B.Z. Organization theory. M.: INFRA-M, 1999.- 336 p.

8. Human psychology from birth to death. St. Petersburg: Prime EUROZNAK, 2003. - 656 p.

9. Shipunov V.G., Kishkel E.N. Basics management activities. M. Smysl, 2000. - 359 p.

10. Udaltsova M.V. Sociology of management. M.: INFRA-M, Novosibirsk NGAEiU, 1998. - 144 p.

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Introduction

The relevance of the topic “Self-management as a way to increase the effectiveness of a manager” is determined by the fact that many managers, when managing certain entities, do not show sufficient organization and commitment, do not know how to rationally use working time, etc. This is especially true for young managers and executives. Their career success will largely depend on how self-organized they are.

Self-management is, first of all, self-organization, the ability to manage oneself, to manage the management process in the broadest sense of the word - in time, space, communication, and the business world. A manager must be able to do his work in such a way that efficiency is maximized.

Mastering this science is not so easy, and a young leader still needs to start with self-education, and it is not enough just to acquire knowledge, practical and implementation is also needed. Self-management is very hard work, so you need to be prepared to improve yourself.

You need a serious approach when developing your program. First of all, develop a program taking into account the issues that have to be resolved in the process of professional activity. When choosing a program, you need to take into account changes occurring in life - in economics, science, modern management methods, etc. It is necessary to take into account aspects of the practical implementation of acquired knowledge.

The concept of self-management

Definition, goals and functions of self-management

Self-management is the consistent and purposeful use of proven work methods in everyday practice in order to use your time optimally and meaningfully.

Every person in general, and especially those who are preparing themselves for the work of an organizer-manager or are already one, first of all, needs to be able to transform a situation, which is characterized by disordered actions due to external circumstances, into a situation of directed and achievable tasks. Even when various tasks are falling on you from all sides and the work is simply overwhelming, thanks to consistent time planning and the use of methods of scientific organization of work, you can better carry out your activities, allocating a reserve of time every day (including for leisure) for truly leadership functions.

Many managers are too focused on the process of activity rather than on its results. With this approach they prefer:

Doing things right instead of doing the right things;

Solve problems instead of creating creative alternatives;

Fulfill duty instead of achieving results;

Reduce costs instead of increasing profits.

L. Seiwert gives practical recommendations for those who want to improve their direct performance of managerial functions by spending less time at work, more effectively performing assigned tasks with less time, preventing stress, and improving their skills. He proposes to control what we all often lack - time - by drawing up work plans, where each type of activity needs to be given a place, indicating a time interval, that is, determining what proportion of free time, with the help of which you can learn to control yourself and monitor execution everyday tasks.

Goal setting - analysis and formation of personal goals;

Planning - development of plans and alternative options for one’s activities;

Making decisions on specific cases;

Organization and implementation - drawing up a daily routine and organizing the personal work process in order to achieve the assigned tasks;

Control - self-control and total control (if necessary, adjustment of goals);

Information and communication are a phase common to a certain extent to all functions, since both communication and information exchange are necessary in all phases of self-management.

The individual functions do not necessarily follow one another strictly, but may be intertwined.

Management methods- methods, techniques of influence of the subject on the object of management (not excluding the reverse influence of the object on the subject), the leader on the team and the team on the leader.
(Organization management: Encyclical words.-M., 2001)

In order to achieve the set goal, it is necessary to influence the members of the managed team using leverage and incentives.

The lever (stimulus) of control action is a means, the use of which allows you to complete the task.

for example, to increase labor productivity production site, it is necessary to introduce modern equipment, create favorable working conditions - this is a method, i.e. a technique that helps achieve high labor productivity. But this can only be achieved with the help of moral and material incentives for the work of workers - in this case, these are the levers that make it possible to achieve the intended goal.

Management methods can be divided into 3 groups:

Economic methods of management;

Administrative and legal methods of management;

Socio-psychological (educational) methods of management.

Let's take a closer look at each of the control methods.

Economic management methods

Economic methods management are ways of influencing personnel based on the use of economic laws and provide the opportunity, depending on the situation, to both “reward” and “punish”.

This is a system of techniques and methods of influencing performers using a specific comparison of costs and results (material incentives and sanctions, financing and lending, wages, cost, profit, price).

The main management methods here are a system of wages and bonuses, which should be maximally connected with the performance results of the performer. It is advisable to link the manager’s remuneration to the results of his activities in the area of responsibility or to the results of the activities of the entire company.

The effectiveness of economic management methods is determined by: the form of ownership and management economic activity, principles of economic accounting, system of material rewards, market work force, market pricing, tax system, lending structure, etc. The most common forms of direct economic influence on personnel are: economic calculations and material incentives.

Economic calculation is a method that stimulates personnel as a whole to: compare the costs of production with the results of economic activity (sales volume, revenue), full reimbursement of production costs from income received, economical use of resources and material interest of employees in the results of work. The main tools of economic accounting are: department independence, self-sufficiency, self-financing, economic standards, economic incentive funds (wages).

Financial incentives carried out by establishing the level of material remuneration (salary, bonuses), compensation and benefits. Wage is part of the gross internal product, which is reflected in the cost of production and is distributed in a market economy among individual workers based on the quantity and quality of labor expended, as well as supply and demand for marketable products.

Administrative and legal methods of management

These are methods of direct influence that are directive and mandatory in nature. They are based on discipline, responsibility, power, coercion.

There are five main methods of administrative and legal influence: organizational and administrative influence, disciplinary liability and penalties, financial liability and penalties, administrative liability and penalties.

Organizational Impact based on the action of approved internal regulatory documents regulating the activities of personnel. These include: the organization's charter, organizational structure And staffing table, regulations on divisions, collective agreement, job descriptions, inner order rules. These documents can be drawn up in the form of enterprise standards and must be put into effect by order of the head of the organization. The practical implementation of organizational impact is largely determined by the level of the organization’s business culture and the desire of employees to work according to the rules prescribed by the administration.

Administrative influence is aimed at achieving the set management goals, compliance with the requirements of internal regulations and maintaining the specified parameters of the management system through direct administrative regulation. Administrative influences include: orders, instructions, directions, instructions, labor regulation, coordination of work and control of execution.

Order is the most categorical form of administrative influence and obliges subordinates to strictly execute decisions made on time. Failure to comply with the order entails appropriate sanctions from management. Orders are issued on behalf of the head of the organization.

Order unlike an order, it does not cover all functions of the organization, it is mandatory for execution within a specific management function and structural unit. Orders are usually issued on behalf of the deputy heads of the organization in areas.

Directions and instructions are a local type of administrative influence, aiming at operational regulation management process and are aimed at a limited number of employees.

Briefing and coordination of work are considered as management methods based on teaching subordinates the rules for performing labor operations.

Disciplinary liability and penalties. Discipline is mandatory obedience for all employees to the rules of conduct determined in accordance with Labor Code, other laws, collective agreements, agreements, employment contract and local regulations organizations. The employer is obliged to create the conditions necessary for employees to comply with labor discipline. The organization's labor regulations are determined by the internal labor regulations.

For committing a disciplinary offense, i.e. Failure to perform or improper performance by an employee through his fault of the labor duties assigned to him, the employer has the right to apply the following disciplinary sanctions: reprimand, reprimand, dismissal on appropriate grounds.

The legality, validity and expediency of applying disciplinary measures are ensured by compliance with the following legal requirements:

disciplinary liability is applied only upon the commission of a disciplinary offense in accordance with the list of disciplinary sanctions, which is exhaustive and not subject to broad interpretation;

only officials vested with disciplinary power by law can impose disciplinary sanctions;

the imposition of a penalty must be preceded by a written explanation of the offender, and in case of refusal of a written explanation, a corresponding act must be drawn up;

disciplinary sanction is applied immediately after the discovery of the act, but no later than one month from the date of discovery, not counting the time of illness or stay of the offender on vacation, and also no later than six months from the date of the commission of the offense, and based on the results of an audit, inspection of financial and economic activities or an audit inspection - no later than two years from the date of its commission;

for each violation labor discipline Only one disciplinary sanction may be imposed;

the disciplinary sanction is announced in the order, brought to the attention of the employee against signature within three days and, if necessary, brought to the attention of all personnel of the organization;

The disciplinary sanction is terminated after a year from the date of its imposition, if the employee has not been subjected to a new sanction during this time, and can also be lifted early if the employee behaves positively.

Disciplinary sanctions are imposed by the head of the organization, as well as by officials of the organization to whom the relevant rights are delegated in accordance with the procedure established by law.

Social and psychological methods of management

Psychological management methods play an important role in working with personnel, are aimed at a specific person and, as a rule, are individual. The main feature of these methods is that they are aimed at the inner world of a person, his personality, intellect, feelings, images, behavior and allow him to focus the employee’s internal potential on solving specific production problems.

Methods of psychological influence are the most important components of psychological management methods. They summarize the necessary and legally permitted methods of psychological influence on personnel to coordinate the actions of employees in the process of joint production activities. Permitted methods of psychological influence include: suggestion, persuasion, imitation, involvement, encouragement, coercion, condemnation, demand, prohibition, censure, command, deception of expectations, hint, compliment, praise, request, advice, etc.

Suggestion represents a targeted psychological impact on the personality of a subordinate on the part of the manager by appealing to group expectations and motives for motivating work.

Belief based on a reasoned and logical influence on the employee’s psyche to achieve set goals, remove psychological barriers, and eliminate conflicts in the team.

Imitation is a way of influencing an individual employee or social group through the personal example of a manager or other leader, whose behavior patterns serve as an example for others.

Involvement is a psychological technique by which employees become complicit in labor or social process(making agreed decisions, competition, etc.).

Inducement represents a positive form of moral influence on an employee, increasing the social significance of the employee in the team, when the positive qualities of the employee, his experience and qualifications, and motivation to successfully perform the assigned work are emphasized.

Compulsion- this is an extreme form of psychological influence in the absence of results from other forms of influence, when an employee is forced to perform certain work against his will and desire.

Condemnation is a method of psychological influence on an employee who allows large deviations from the moral standards of the team or whose work results are extremely unsatisfactory. This technique cannot be used in relation to employees with a weak psyche and is practically useless for influencing the lagging part of the team.

Requirement has the power of command and can be effective only if the leader has great power or enjoys unquestioned authority. In many respects, a categorical requirement is similar to a prohibition, which acts as a mild form of coercion.

Prohibition provides an inhibitory effect on the individual and is essentially a variant of suggestion, as well as restrictions on illegal behavior (inactivity, attempts at theft, etc.).

Censure has persuasive power only in those conditions when the employee considers himself a follower and is psychologically inextricably linked with the leader, otherwise censure is perceived as mentoring edification.

Command used when accurate and quick execution of instructions is required without discussions or criticism.

Deception expectations is effective in a situation of intense anticipation, when previous events have formed a strictly directed train of thought in the employee, which reveals its inconsistency and allows him to accept a new idea without objection.

Hint- this is a technique of indirect persuasion through a joke, ironic remark and analogy. In essence, the hint does not appeal to consciousness and logical reasoning, but to emotions. Because innuendo is a potential insult, it should be used in a way that is tailored to the employee's specific emotional state.

Compliment should not be confused with flattery; it should not offend, but elevate the employee and provoke reflection. The subject of the compliment should be things, deeds, ideas, etc., indirectly related to a specific employee.

Praise is a positive psychological technique for influencing the individual and has a stronger effect than condemnation.

Request is a very common form of informal communication and is an effective method of leadership, as it is perceived by the subordinate as a benevolent order and demonstrates respectful attitude to his personality.

Advice- This psychological method, based on a combination of request and persuasion. In operational work that requires quick decisions, the use of advice should be limited.

Self-management

Self-management is the consistent and purposeful use of work methods in daily practice in order to use your time optimally and meaningfully.

The main goal of self-management is: to make the most of your own capabilities. Consciously manage the course of your life (self-determination) and overcome external circumstances both at work and in your personal life.

It is impossible to effectively manage other people if you have not learned to manage yourself. With your time, your resources - monetary, energy, physical, spiritual. Therefore, effective self-management is the first condition for effective management in general. In this regard, creating conditions for the harmonious development of a leader’s personality is the most important task of business owners.

The process of personal management of a manager generally consists of the following stages:

Planning goals and objectives of management;

Making decisions on organizing the implementation of assigned tasks;

Organization of activities to complete tasks and achieve set goals;

Self-control and control of results.

The manager’s personal plan must be closely related to the company’s long-term and comprehensive plans. It includes the following items:

Planning your management work;

Planning your working time;

Planning work on self-improvement;

Planning the quality of your life.

When planning his work, the manager must determine goals and objectives both for the near future and in the strategic aspect. Typical problems faced by managers at both middle and senior levels include the fact that they devote too little time to enterprise development, innovation planning and various transformations. There is also insufficient attention paid to issues of coordination and a strategic approach; excessive time is spent on routine work that could be delegated to others. Therefore, the manager should think about what tasks can be delegated (transferred to subordinates and taken out of the manager’s sphere of action). Along with the work task, functional responsibility must also be delegated.

Any goal makes sense only when the deadlines for its implementation are set and the desired results are formulated. Therefore, after defining the goal, the manager draws up an individual program of activities for himself. Choosing a goal is a mental activity aimed at obtaining a result, and activities are practical actions.

To create a good plan for using your working time, it is important to know exactly your time budget and the set of planned tasks. It is necessary to set a priority for tasks and strictly follow it, even when less important tasks are completed much easier and faster than more important ones. When drawing up an individual plan, you should provide for the time required for holding various meetings, conversations with colleagues and subordinates, for receiving visitors, for business trips, etc.

Strictly defined hours and days of the week should be allocated for performing regularly recurring work (meetings, sorting mail, receiving visitors, working on the Internet, etc.). This will make it possible to establish a rhythm of work that will save a significant amount of time. Depending on the nature of the work, it is advisable to plan its implementation taking into account the “zero fatigue” period known in psychology, which shows changes in performance during the working day. Accordingly, problems that require intense mental energy and deep analysis should be dealt with before lunch. The least productive time can be reserved for uncomplicated and minor issues.

A personal plan should be realistic and not overloaded. An appropriate reserve of time should be allocated for unforeseen, random work (one hour a day or half a day a week). The time for meetings, conferences, and meetings should be minimal, but at the same time sufficient for the exchange of information. This is facilitated by careful preparation of the event. It is necessary to reserve part of the time for creative work and advanced training. In addition, the manager should constantly monitor the implementation personal plan, which makes it possible to identify reserves for further improvement and rational use of working time.

German professor, head of the Institute for Strategy and Effective Use of Time, Lothar Seiwert, offers the following ten “golden” rules, the implementation of which will help a manager save time.

1. Form work blocks in which you will include the completion of large or similar tasks.

2. Intentionally seclude yourself and set non-working hours.

3. When conducting negotiations, establish rules and also determine necessary costs time to complete certain tasks.

4. Adhere to the principle of establishing priorities when performing all types of work.

5. If possible, do only really important things (Pareto principle: 20% of things bring 80% of results).

6. Make full use of delegation as a billable service.

7. Complete large tasks in small parts (the “salami slicing” tactic).

8. Set deadlines for yourself.

9. Complete the main tasks early in the morning (feeling of success).

10. Consciously take into account fluctuations in performance levels in work plans.

We must not forget that the initial condition, objective basis and constructive tool for the development of a professional manager is the potential of his self-organization. But no matter how significant the role of the individual and the implemented model of self-organization are, the success of a manager’s activities depends on real knowledge and the possibility of its effective application in practice. The accumulation, systematization and development of this knowledge determine the content of management science. Self-education and self-development are essentially continuous and accompany a successful manager throughout his life.

The logical model of knowledge (theories) needed by a manager for professional activities is built “from the particular to the general.” In this regard, planning and implementation of self-improvement work is the most important component self-management. If previously it was believed that personal qualities are given to a person at birth, now a different point of view prevails. According to her necessary qualities can be developed through training and individual coaching. Thus, it would be nice for a successful manager to have special charisma, leadership inclinations, success in communications, discipline, dedication, love for people, etc. In any case, the essence of a manager’s work is the use of power over people in one form or another to achieve planned results . The manager must be aware of the specific levers he uses to do this and continuously improve his methods of influence.

A definite result of self-management is the quality of life of the manager as a whole. For a successful leader, the characteristic indicators of this quality are creativity, integrity, provision of material and spiritual benefits, comfort, high quality communication with the management team and other people, continuous self-education and expansion of the manager’s consciousness, etc. In a certain sense, for a manager, work becomes a hobby, and a hobby constitutes work. Spiritual quests, the search for the meaning of life for oneself and subordinates are closely intertwined with the search for directions of development and future strategies for the company. Rest and work also flow into each other. Thus, the brain sometimes clearly works at inopportune times (for example, at night), and sometimes during the working day it is simply necessary to be distracted from business thoughts over a cup of coffee (because the most effective solutions come against the background of a relaxed consciousness).

Thus, self-management is a very extraordinary and creative thing. It grows from the essence of the manager as a person, from his awareness of external and inner world. Successful self-management is the key to the success of management as a whole.

Orthobiosis

Orthobiosis- rational lifestyle;

A system-forming condition for long-term human performance.

I.I. Mechnikov

Correct lifestyle, famous Russian medical scientist I.I. Mechnikov called orthobiosis (“ortho” - straight, correct, “bio” - associated with life). Let's consider what they are, from the point of view modern science, the most important conditions for orthobiosis, the eight commandments of a correct lifestyle.

1. The most important condition for physiological well-being is work. Only by actively working can a person maintain vigor and strength. It is known that L.N. Tolstoy performed gymnastic exercises every day, rode a horse around20 km or more. In winter, despite the frost, he went ice skating. L.N. Tolstoy said many times that physical work should be mandatory for persons engaged in mental activity: “With intense mental work without movement and bodily labor, there is real grief. If I don’t walk around, don’t work with my legs and arms for at least one day, in the evening I’m no longer fit for anything: neither reading, nor writing, nor even listening carefully to others, my head is spinning, and there are some stars in my eyes and the night is spent without sleep."

2. The most important condition for orthobiosis is normal sleep. The state of sleep serves as a means of restoring a person’s strength; the correct use of this remedy is absolutely necessary.

3. The next condition is “good mood service”, positive emotions. They are provided by a friendly attitude, humor, and optimism. Kindness is a necessary element of the culture of our behavior. It is especially important where a person, on duty, enters into extensive communications and communicates with many other people. The French have a worldly wisdom about how to live: “Laugh together, cry alone.” Optimism, which is the most important source of a good mood, can be cultivated and strengthened. To do this, you need to fix your attention on the good and be able to enjoy it.

4. Among the conditions for a healthy lifestyle, rational nutrition is essential. It must be rational in quality, quantity and mode. Scientists noted that animals in natural environment habitat, food is very difficult to obtain, and a powerful instinct forces them to search for it all the time. Experiments show that eating to your fill is harmful. A rat that is fed to its fill lives 2-2.5 years, and a rat that is fed within the required diet (half as much) lives 4 years. The harm of overeating is that, firstly, excess is deposited in the form of fat deposits under the skin, secondly, more metabolic waste is formed, which has a toxic effect, and thirdly, harmful microbes grow in the large intestine. However, in Over the course of a person’s life, it is necessary to meet his energy needs. So, according to researchers, over seventy years a person consumes: water - 50 tons; proteins - 2.5 tons; carbohydrates - 10 tons; table salt- 300 kg; fat - 2.3 tons.

Most of the energy (50–60%) is spent on ensuring human life (brain function, internal organs, cardiovascular and respiratory systems), 10-15% of energy is spent on the absorption of food itself, 30-40% is spent on ensuring a person’s physical activity, including his work. In life, it is necessary to follow the expression: “I eat in order to live, and do not live in order to eat.”

5. Elimination of bad habits - smoking, alcohol abuse and drug addiction - is integral integral part orthobiosis. Smoking and alcoholism, these so-called minor drug addictions, cause enormous harm. People have understood this since ancient times. So in ancient Sparta, where they tried to raise only healthy and healthy people, there was even a custom: babies born 9-10 months after the grape harvest (when people drank a lot of grape wine) were thrown off a cliff without regret. It was believed that such a baby, conceived while drunk, would not produce either a good warrior or a good mother. The liver suffers severely from alcohol: its cells gradually die and are replaced by scar tissue; the so-called cirrhosis of the liver develops, and it ceases to properly perform its barrier protective role. Nicotine is a neurovascular poison. He "hits" modern man to the most painful place: increases atherosclerosis. If smokers die from myocardial infarction 11 times more often, then from lung cancer 13 times more often than non-smokers. According to scientists, smokers live 10 years less.

6. Compliance with the regime, i.e. Performing a certain activity of the body at a certain time leads to the formation of conditioned reflexes in the brain for time. As a result, the usual time for eating sets the body up to accept and digest food, and the usual time for work sets the body up for the appropriate form of activity. The brain does not have to “swing” every time, tuning into new activity. Because of this, firstly, the brain saves resources, and secondly, work proceeds better. Observations confirm that many outstanding scientists are distinguished by enviable longevity. One of the reasons here, according to scientists, is strict adherence to the regime.

7. Hardening the body – important condition orthobiosis. Hardening is understood as the process of adaptation of the body to unfavorable external influences, mainly to the cold factor, and this adaptation is achieved by using the natural forces of nature: sunlight, air, water.

8. Physical exercise, a sufficient amount of physical activity is essential element physical culture and proper lifestyle. Modern technical progress brings to humanity the danger of hypokinesia and immobility. It immobilizes us in the full sense of the word, displacing intense muscular work from the sphere of production, from the sphere of everyday life, and from the sphere of movement. The resulting deficiency of muscle activity poses a huge danger. In mature years, age reduces the body's capabilities, and physical exercise increases them; they qualitatively give a different result than the age tendency, and counteract aging.

From the book by M.M. Vilenchik "Biological basis of aging and longevity."

Survival formula V.M. Shepelya

Survival formula of Professor V.M. Shepel: for every 6 hours of wakefulness there should be 1 hour devoted to yourself, your rest, your health.

The initial considerations for its derivation were that the daily life time of a person should be wisely used in order to ensure his physical, mental and moral health. Conditions are defined for each health indicator.

As such, three groups are distinguished: physical strengthening - recreation, mental relaxation and release from negative emotions - relaxation, moral purification and elevation - catharsis.

In orthobiosis, recreation, relaxation and catharsis are highlighted in the form of specific activities that help maintain health and increase performance.

The above three groups are components of a model of a reasonable lifestyle. On its basis, an individual model of orthobiosis is developed. The more harmoniously recreation, relaxation and catharsis are presented in it, the more preferable are the chances of a particular individual in effectively performing his work, in self-expression of his best personal and business qualities. Hence the increased interest of people in knowing the survival rate and strictly observing the parameters of the “survival formula”.

The survival rate derived from this formula is presented as a fraction: the denominator is the time of day minus sleep time; in the numerator - the sum of time used for recreation, relaxation and catharsis.

When numerically determining the survival rate, the physiological norm of sleep, according to I. P. Pavlov, - six hours - was taken as a constant unit in the temporary mode of lifestyle. If you subtract sleep time from the time of day, you get 18 hours of active activity, or three times a six-hour cycle. This confirms the existence of a three-time six-hour cycle in the functioning of our body, that is, during every six hours we need a one-time or hourly recharge in the form of recreation, relaxation and catharsis.

When translating the formulas into numerical expressions, we get:

Can be done next output, that in order to maintain productive performance and vitality, it is useful to allocate one hour for every six hours (except sleep) for recreation, relaxation, and catharsis. The specific distribution of time for each component of orthobiosis should be carried out based on thespecific indicators of the state of health, the nature of work, the ecology of the conditions in which human life takes place. It is important to harmoniously correlate the time of sleep with the time of physical and spiritual activity. In no case should the physiological norm of sleep be neglected, during which the brain receives rest and its vitality is restored, failure or deviations inLength of sleep can lead to disruption of the nervous system and a negative impact on a person’s physical condition.

The survival rate is determined by how wisely working and free time is planned and used in order to maintain physical, mental and moral condition. First of all, every day

learn to allocate at least three hours for recreation, relaxation and catharsis activities. This could be: physical activity (morning jogging or playing sports); visiting a psychological relief room; Carrying out auto-training during working hours.

When creating your own model of a reasonable lifestyle, use the following recommendations developed by doctors, psychologists and nutritionists:

Stick to a rational and balanced diet - at least 1500 kcal

in a day;

The nutritional structure should be appropriate for your age;

Find a job that suits you;

Love and tenderness are the best anti-aging medicines;

Have your own point of view;

Charge yourself with physical energy;

Try to sleep only in a ventilated room;

Pamper yourself from time to time;

Don't suppress your anger;

Train your thinking (memory, attention).

What does a “time management strategy” include?

Definition of "self-management"

Functions and methods of self-management

Recommendations for increasing the effectiveness of personal management

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Similar documents

Introduction

The concept of self-management

Definition, goals and functions of self-management

Self-management

Orthobiosis

Survival formula V.M. Shepelya