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Five Ways To Control

The document contains questions and answers about prioritizing tasks, using the Eisenhower Matrix to allocate time efficiently, and delegating tasks to save a manager's time. It discusses that urgency does not equal importance when prioritizing. It also addresses that delegating unimportant tasks, though it takes time to explain initially, will save a manager's time in the long run by freeing them up to focus on more important tasks. The Utility Theory of Happiness proposes balancing own and others' happiness.

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Danish Rehman
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76 views6 pages

Five Ways To Control

The document contains questions and answers about prioritizing tasks, using the Eisenhower Matrix to allocate time efficiently, and delegating tasks to save a manager's time. It discusses that urgency does not equal importance when prioritizing. It also addresses that delegating unimportant tasks, though it takes time to explain initially, will save a manager's time in the long run by freeing them up to focus on more important tasks. The Utility Theory of Happiness proposes balancing own and others' happiness.

Uploaded by

Danish Rehman
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Question 1 of 4

You are trying to determine whether a task is truly important in allocating your time.
What question should you ask yourself?


What is the price if you don't do the task?

 How long do you want to spend doing the task?

Correct

By asking this question, you are already prioritizing importance, so now you can
allocate time.


Is this a task that must be done urgently?

Question 2 of 4
How does Eisenhower's Matrix explain the relationship between importance and
urgency?


box one (Crisis) items will become box three (Progress) items if not planned for
and addressed

box two (Hassle) items contain the most urgent and the most important items

 box three (Progress) items will become box one (Crisis) items if not planned for
and addressed

Correct

Box three contains items related to the future, which are probably of high
importance but low urgency, and they need to be anticipated.


box two (Hassle) items will become box three (Progress) items if not addressed
promptly

Question 3 of 4
You are trying to find more time in your work day. How can you reallocate time using
the Eisenhower Matrix?


Move time from box three to box two tasks.

 Move time from box two to box three tasks.

Correct

Planning, delegating, etc. can reduce box two time needs and provide more time
to box three.


Do not use any time in box four.

Do not use any time in box one.

Question 4 of 4
In order to properly prioritize, what must you keep in mind?


Urgency equals importance.

 Urgency does not equal importance.

Correct

Urgency is related to prioritization, rather than importance. People often confuse


these terms.


Urgency does not equal needing to be done soon.
Question 1 of 5
When it comes to unimportant tasks, what can be said about a manager who has not
delegated a task and does the task herself?

 She is setting a good example.

Incorrect

The manager is not setting a good example at all; she is creating an environment
in which employees do not have to have tasks delegated to them.

 She has controlled her time wisely.

Incorrect

The manager has actually not controlled her time wisely. She is using valuable
time on unimportant tasks.

 She is exhibiting failure.

Correct

If a manager is not able to delegate unimportant tasks, this is a failure, because


the manager's time is too valuable for unimportant tasks.


She is too busy.

Question 2 of 5
Reilly has begun managing her time better. Cillian requests more time than Reilly can
spare. How can Reilly respond to negotiate how much time Cillian can have?

 "I can't meet with you until later, unless you only need ten minutes."
Correct

This provides a starting point of "10 minutes," over which more time can be
negotiated.


"If you send me a summary, I can look it over before we meet."

"I can't give you any time until tomorrow afternoon."

"I can meet with you, but you will have to come to my office."

Question 3 of 5
The Utility Theory of Happiness proposes that _____.


you should attempt to maximize the happiness of the whole system

 you should place your happiness ahead of others' happiness

Incorrect

Only thinking of yourself can lead to consequences for others.

 you should place others' happiness ahead of your own happiness

Incorrect

Only thinking of others can lead to consequences for yourself.

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Question 4 of 5
Although delegation might be the most beneficial option in controlling a manager's
time, are there things that should not be delegated?


Yes—answering a quick question should never be delegated.

 Yes—however, most unimportant tasks can be delegated if there are systems in


place.

Correct

Unimportant tasks can nearly always be delegated, but important tasks should be
handled by the manager and not delegated.


No—any work a manager performs can be delegated.

Yes—fun tasks should not be delegated, because they provide a break from
monotony.

Question 5 of 5
Luisa would like to delegate more tasks, but she is concerned about the time it will take
to explain them to her employees. How could you convince Luisa that delegation can
actually save time?

 It may take some time to explain the tasks the first time you delegate, but after
that, it will pay off in your time being saved.

Correct

Training someone to handle a task will pay off, because Luisa can now delegate
that task all the time and receive the benefit of that saved time.

 The more tasks you can delegate, the more time you will have for other tasks.

Incorrect

This addresses delegation in general, not the time spent explaining how to
perform delegated tasks.

As long as it doesn't take longer to explain the tasks than to actually do them
yourself, you should delegate them.

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