Construction of activity duration and time management potential
ABSTRACT Two experiments examined the estimation of event duration. In Experiment 1 subjects estimated the expected duration of five everyday activities, performed the activities, and then made retrospective estimates of the duration of the activities. Expected and retrospective estimates were positively correlated, even when actual duration was taken into account suggesting both estimates may have been constructed partly from general knowledge of activity duration. Experiment 2 examined the ability to predict activity duration within a time management framework. Results indicated that subjects' accuracy in predicting the duration of a series of events was not related to time management ability as measured by the Time Structure Questionnaire (TSQ). Subjects generally made overestimations, and this tendency may be a strategy that gives a feeling of control over time and helps avoid stress caused by an inability to complete tasks in the allocated time. No relationship was found between expected duration estimation ability and academic performance.
SourceAvailable from: digilib.lib.unipi.gr[Show abstract] [Hide abstract]
ABSTRACT: This study integrates results from two approaches to study managerial work. First, it focuses on estimating the difference between the actual division of managers' time into 'Primary' (dedicating in order to care about the main managerial goals), and 'Secondary time' (spending to afford matters of secondary importance) on one hand, and the preferred apportion of time on the other. Second, it investigates the eventual relationship, which exists between managers' results and the way they use their time into primary and secondary. In section 2, the study's framework and hypothesis is given as an attempt to answer the questions: 'How managerial is managers' time?' 'Is there any real relationship between managerial time and managers' effectiveness?' In section 3, some necessary information about our study is given explaining the methodology used in order to gather and analyse the statistical data. In section 4, the methodology used is illustrated followed by section 5 where the results of the study are given. Groups of managers, which have similar behaviours about time, were first identified and major differences between them were described. Then an approach aiming to relate the managers' behaviour with their results is attempted by comparing the results between groups of managers having similar and different behaviour about time use. Finally, our empirical study's results show that the higher the percentage of 'P' time (as primary we consider and define the time that managers devote to accomplish the most important of their goals) managers have, the greater probability to have better results. The implications of these findings, for the study of managerial effectiveness, are discussed and further research is proposed.
[Show abstract] [Hide abstract]
ABSTRACT: Purpose ‐ The purpose of this paper is to use soft computing technique and fuzzy statistical tool to evaluate people's performance on the marketing research and time management. Design/methodology/approach ‐ Through standardized measurement system, the authors come up with real-value data to satisfy not the current needs but data itself. This is when fuzzy classification stands out and highlights the area of in-between and undefined. Findings ‐ The proposed metric system helps the authors to assess the distance among trapezoidal fuzzy data. The index of efficiency between observed time and ideal time is also presented. Originality/value ‐ With the ranking of fuzzy sample, the authors can examine the decision process by non-parametric testing hypothesis.Management Decision 08/2014; 52(7). DOI:10.1108/MD-11-2012-0784 · 1.30 Impact Factor
[Show abstract] [Hide abstract]
ABSTRACT: This study evaluates the utility of mentors in facilitating a longitudinal intervention designed to enhance the coping skills of junior national netball players (mentees). Mentors used information packs to develop five coping competencies amongst mentees including: planning and organization; goal setting; emotional intelligence; problem solving and communication. On completion of the intervention, semi-structured interviews were completed with eight mentees and eight mentors to ascertain their experiences with Mentoring. Results identified factors that helped and hindered mentoring during the five stages of Kram's (1983) behavioral model of mentoring. These included the interpersonal skills and roles adopted by mentor and mentee and opportunities for mentoring. These findings are discussed with the objective of better understanding the role of mentors in implementing coping interventions. To conclude, practical suggestions are offered in order to increase accessibility to mentors and enhance the mentor experience.