Entrepreneurs
  sound health
  strength, energy
  arithmetics
  decision-taking. Logic. intuition.
  common sence
  sence of humour, self-criticism
  ability to carry a risk
  ability to get on with people
  mental outlook and erudition
  sharpness, promptness, coordination.
   
Balance
  customers - staff
  resources-result
  family-activity
  assets - liabilities
   
Customers
  needs - people
  needs - companies
  introduction into psychology
  advertising
  relations with customers
   
Employees
  motivation
  responsibility
  knowledge, skills, habits
  professionalism
  efficiency
  productivity
  speed
  mindfulness
  mutual dependence, friendship
  payment for labor
   
Modeling
  geometry, picture, drawing
  object, property, action
  system, feedback
  the "as we have" and "as we want" models
  transformation, transfiguration
   
  the World we live in
  cycle, rhythm, oscillations
  waves, light, color, sound
  electromagnetic fields
  time
  space, size, distance
  mass, volume, quantity
   
  classical elements and materials
  plants
  animals
  human
  family, community
  society
   
Business
  economy
  markets
  technological structures
  innovations in microbusiness
  people in business
  organizational models
  microbusiness, smallbusiness, microteam
  development stages
  manufacture
  trade
  services
   
Management
  goals
  ideas
  time
  projects
  customer relationship
  staff relationship
  information
  resources
  finances
  risks
  cooperation
   
  world-view, ideology
  dictatorship
  democracy
  monarchy
   
  leadermania, fake-hierarchy
  role management
sound hierarchy
  leadership
  non-standard structures
   
  strategy
  tactics
  planning, tasks
  function
  action, result
   

 

   Planning
 

 

What is important is seldom urgent and

what is urgent is seldom important.

Dwight D. Eisenhower

 

What actions do you spend your time during the day?

The Eisenhower Method

 

Quadrant 1

Crises solution.
Urgent tasks.
Project with elapsing deadline.

 

 

Quadrant 2

New projects.
Archieved results eveluation.
Preventive measures.
Relations establishment.
New perspectives, alternative projects.

 

 

Quadrant 3

Interruptions.
Phone calls.
meetings.
Urgent projects considering.
Social activity.

 

 

Quadrant 4

Trivia.
Letters.
Phone calls.
Interruptors.
Leisure.

 

 

SO, DO YOU SPEND YOUR TIME ON WHAT IS REALLY NECESSARY?

Time management according to Stephen R. Covey

Urgent duties
non-urgent duties
 

 

Quadrant 1

Emergency situations Urgent problems Projects with elapsing deadline

 

 

Quadrant 2

Preventive actions
Communication maintenance
Establishment of new communications
Searching for new opportunities
Planning
Restoring force

according to STEPHEN COVEY:

Balance maintenance

R (result) - RT (resourses, tools)

 

Important

duties

 

Quadrant 3

unnecessary calls and talks
Mail
Wide-spread activities


 

Quadrant 4

Unnecessary interruptors
Time wasting
Dawdle
Tea-table talks

 

Unnecessary

duties

 
Daily planning

PLAN

Waht are we doing? When are we doing this? Who is doing this? When will we finish? Where are we doing this? Who is participating in it?

Speed of writing. Prompt planning with the use of an 4 sheet. Then goes realization

 

TASKS

What is to be done to fulfill the task?

What will be considered to be a result?

Is it really so important?

What will I need?

Are thre any other solutions?

Shall I cooperate with someone else?

Keep Speed in mind.

Do not waste time!

Friemaxx. Digital microbusiness hatchery. Modeling, prompt decision-taking and project management.