Chapter 6: 5. What do we mean by the statement: It takes time to save time? 6. Why is it recommended that you leave a certain amount of time open when planning out a day's work. 7. Why are time management and stress management described as inseparable activities? Chapter 7: 8. Compare and contrast personal orientation and performance orientation. 9. What are you best advised to do at the end of a day during which nothing has gone right and none of your targets have been reached? 10. What criteria might you use to decide whether to spend time with a surprise visitor or refuse to do so?
Chapter 6: 5. What do we mean by the statement: It takes time to save time? 6. Why is it recommended that you leave a certain amount of time open when planning out a day's work. 7. Why are time management and stress management described as inseparable activities? Chapter 7: 8. Compare and contrast personal orientation and performance orientation. 9. What are you best advised to do at the end of a day during which nothing has gone right and none of your targets have been reached? 10. What criteria might you use to decide whether to spend time with a surprise visitor or refuse to do so?
Management, Loose-Leaf Version
13th Edition
ISBN:9781305969308
Author:Richard L. Daft
Publisher:Richard L. Daft
Chapter19: Managing Quality And Performance
Section: Chapter Questions
Problem 7EE
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Question
Chapter 6:
5. What do we mean by the statement: It takes time to save time?
6. Why is it recommended that you leave a certain amount of time open when planning out a day's work.
7. Why are time management and stress management described as inseparable activities?
Chapter 7:
8. Compare and contrast personal orientation and performance orientation.
9. What are you best advised to do at the end of a day during which nothing has gone right and none of your targets have been reached?
10. What criteria might you use to decide whether to spend time with a surprise visitor or refuse to do so?
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