Kurulu\u015flar\u0131n ve \u00e7al\u0131\u015fanlar\u0131n i\u015f hayat\u0131nda hedeflerine ula\u015fmak i\u00e7in baz\u0131 konulara dikkat etmeleri gerekir. Bunlardan baz\u0131lar\u0131 planlama ve zaman y\u00f6netimidir. Zaman y\u00f6netimi, yo\u011fun i\u015f temposunda \u00e7al\u0131\u015fan \u00e7al\u0131\u015fanlar\u0131n (\u00f6zellikle y\u00f6neticilerin) zamanlar\u0131n\u0131 daha iyi organize etmelerine yard\u0131mc\u0131 olmak amac\u0131yla bir e\u011fitim arac\u0131 olarak Danimarka\u2019da geli\u015ftirilmi\u015ftir. G\u00fcn\u00fcm\u00fczde ise \u00f6zellikle profesyonel \u00e7al\u0131\u015fma hayat\u0131nda ba\u015far\u0131n\u0131n en \u00f6nemli bile\u015fenlerinden biri olarak kabul edilir.[i]<\/p>\n
It is one of the determinants of success in business life that employees or organizations plan what kind of work they will do to achieve their goals, how and when they will be realized. Just because a manager has enough time does not mean that all plans will work smoothly. Sometimes it is necessary to re-plan the steps in line with certain criteria within the existing works and to give priority to some works. Time management and prioritization come into play at this stage. prioritization; It is under the title of time management and can be defined as the reorganization of the order of completion of existing tasks according to criteria such as importance, urgency, and delivery date. When prioritization is considered at the micro and macro level, it is very important for both employees and organizations.<\/p>\n
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Kurulu\u015flar\u0131n vizyon ve misyon \u00e7er\u00e7evesinde hangi \u00e7al\u0131\u015fmalar\u0131 yapaca\u011f\u0131, hedef belirleme, hedeflerine ula\u015f\u0131rken izleyecekleri yollar bak\u0131m\u0131ndan bir\u00e7ok konuda \u00f6nceliklendirme yapmalar\u0131 gerekir. \u00d6rne\u011fin; hedefi kurumsal b\u00fcy\u00fcme olan bir kurulu\u015fun \u00f6ncelikleri verimlilik, i\u015f birlikleri ve \u00e7al\u0131\u015fan say\u0131s\u0131n\u0131n artt\u0131r\u0131lmas\u0131 \u00f6ncelikli planlar aras\u0131nda olmas\u0131 beklenir. Bunun yerine \u00f6ncelik verilecek konular b\u00fcy\u00fcmeye giden yolda zaman kayb\u0131 riski yarat\u0131r. Kurulu\u015flar ne kadar b\u00fcy\u00fck olursa olsun s\u0131n\u0131rl\u0131 enerji ve imkanlara sahiptir. Bu imkanlar\u0131 ne kadar amaca y\u00f6nelik kullan\u0131rlarsa o kadar fayda elde ederler. \u00d6nceliklendirme bu enerji ve imkanlar\u0131n hedefe ula\u015fmada en verimli \u015fekilde kullan\u0131lmas\u0131n\u0131 sa\u011flar.\u00a0[ii]<\/p>\n
Mikro d\u00fczeyde ele al\u0131nd\u0131\u011f\u0131nda \u00f6nceliklendirmenin tekil \u00e7al\u0131\u015fanlar\u0131n planlar\u0131n\u0131n da bir par\u00e7as\u0131 oldu\u011fu g\u00f6r\u00fclmektedir. \u00c7al\u0131\u015fanlar g\u00fcn i\u00e7inde bir\u00e7ok g\u00f6rev al\u0131rlar. Bunlar\u0131n bir k\u0131sm\u0131n\u0131 h\u0131zl\u0131ca teslim etmeleri gerekir; baz\u0131lar\u0131 ise zamana yay\u0131lm\u0131\u015f g\u00f6revlerdir. Bu noktada mevcut g\u00f6revlerini planlamak, s\u0131ralamak ve y\u00f6netmek kendi inisiyatiflerindedir ve bunu ancak do\u011fru \u00f6nceliklendirmeler yaparak sa\u011flayabilirler. \u0130\u015f ak\u0131\u015f\u0131nda \u00f6nceliklendirme do\u011fru yap\u0131lmad\u0131\u011f\u0131nda yeterli ilerleme sa\u011flanamaz ve daha h\u0131zl\u0131 bitebilecek \u00e7al\u0131\u015fmalar daha uzun zaman al\u0131r. Planda s\u00fcrekli geriye d\u00f6nmeler ya\u015fan\u0131r. Bu durum hem emek hem de zaman kayb\u0131na neden olur.[iii]\u00a0Ayr\u0131ca zaman y\u00f6netimi ve planlamada ya\u015fanan problemler i\u015f stresi, i\u015f ak\u0131\u015f\u0131nda bozulma, ekip i\u00e7i uyumsuzluk, ki\u015fileraras\u0131 ili\u015fkilerde bozulma gibi sorunlara yol a\u00e7abilmektedir. Bu durum \u00e7al\u0131\u015fanlar\u0131n psikolojik sa\u011fl\u0131\u011f\u0131n\u0131 tehdit edebilmektedir.[iv]\u00a0\u00d6nceliklendirme do\u011fru yap\u0131ld\u0131\u011f\u0131nda ise \u00e7al\u0131\u015fanlar hem i\u015f hayatlar\u0131ndan keyif al\u0131rlar hem de psikolojik sa\u011fl\u0131k a\u00e7\u0131s\u0131nda daha az riskle kar\u015f\u0131la\u015f\u0131rlar.<\/p>\n
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Employees can develop their own methods to prioritize. Some of the currently used methods are as follows:<\/p>\n
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- Description of current tasks:<\/strong>\u00a0Identifying all the tasks held is important for prioritization. Once the quests to have are identified, it becomes easier to sort them out.<\/li>\n
- Evaluation of the workflow:<\/strong>\u00a0It enables the employee to analyze the flow in which he is involved, to define what is expected of him, and to make a plan accordingly.<\/li>\n
- Setting goals:\u00a0<\/strong>In order to determine which of the tasks are urgent and which are necessary for the expected goal, goals need to be determined.<\/li>\n
- Sequence of tasks by goal and expectation:\u00a0<\/strong>After the expectations, goals and tasks are defined, the tasks are ordered in order of importance and urgency, and prioritization is completed.<\/li>\n<\/ol>\n
Employees sometimes find it difficult to determine the importance and urgency of tasks.\u00a0The Eisenhower Matrix is one of the methods that can be used by employees who have difficulty in determining importance and urgency.\u00a0<\/strong>According to this matrix, employees can determine the area of their duties and make priority planning.<\/p>\n
\nFigure 1: Eisenhower Matrix<\/strong>[v]<\/p>\n
![](\"https:\/\/www.nhumandanismanlik.com\/myimages\/eisenhower-matrisi.png\")
<\/p>\n
\nWhen time management and prioritization are done successfully, it will be easier to reach the desired goals both institutionally and individually. It is beneficial for organizations and employees to develop themselves in this area.<\/p>\n
\nReferences<\/strong><\/p>\n
\n[i]\u00a0Koch, R. (1998); The 80\/20 Principle: The Secret of Achieving More With Less,\u00a0Bantam Doubleday Dell<\/em>\u00a0Publishing Group<\/em>, New York.<\/p>\n
[ii]\u00a0Goyal, P., Rahman, Z., & Kazmi, A. A. (2015). Identification and prioritization of corporate sustainability practices using analytical hierarchy process.\u00a0Journal of Modeling in Management<\/em>.<\/p>\n
[iii]\u00a0Akatay, A. (2003). \u00d6rg\u00fctlerde zaman y\u00f6netimi.\u00a0Selcuk University Journal of Social Sciences Institute<\/em>, (10), 281-300.<\/p>\n
[iv]\u00a0\u00d6z\u00e7elik, N., G\u00fcls\u00fcn, M., \u00d6z\u00e7elik, F., \u00d6ztosun, M. (2012). Y\u00f6neticilerin Zaman Y\u00f6netimi Becerilerinin \u0130\u015f Stresi \u00dczerine Etkisi.\u00a0Anatolian Journal of Clinical Investigation<\/em>,\u00a06<\/em>(4).<\/p>\n
[v]\u00a0Maric, M. (n.d.).\u00a0Eisenhower Matrix: Definition, Guide and Examples<\/em>. Instagant.com. https:\/\/instagantt.com\/eisenhower matrix-definition-guide-and-examples<\/p>\n\n\n
- Evaluation of the workflow:<\/strong>\u00a0It enables the employee to analyze the flow in which he is involved, to define what is expected of him, and to make a plan accordingly.<\/li>\n