心智圖資源庫 時間管理
這是一篇關於時間管理的心智圖,主要內容包括:文件滿桌,事必躬親,拖延症,工作被打斷,事情太多太雜,一團亂麻。
編輯於2024-10-31 23:43:20This is a mind map about the annual work plan of the three pillars of human resources. The main contents include: strategic human resources planning, talent recruitment and allocation, employee performance management, employee training and development, employee relationships and communication, employee welfare and care, human resources information system construction, regulatory compliance and risk management, and organizational culture construction.
This is a mind map for the diagnosis and treatment of acute cerebral hemorrhage in patients with hemodialysis. The annual incidence of acute cerebral hemorrhage in patients with hemodialysis is (3.0~10.3)/1000, and the main cause is hypertension. Compared with non-dialysis patients, the most common bleeding site is the basal ganglia area, accounting for 50% to 80%; but the bleeding volume is large and the prognosis is poor, and the mortality rate is 27% to 83%. Especially for patients with hematoma >50ml, hematoma enlarged or ventricular hemorrhage on the second day after onset, the prognosis is very poor.
The logic is clear and the content is rich, covering many aspects of the information technology field. Provides a clear framework and guidance for learning and improving information technology capabilities.
This is a mind map about the annual work plan of the three pillars of human resources. The main contents include: strategic human resources planning, talent recruitment and allocation, employee performance management, employee training and development, employee relationships and communication, employee welfare and care, human resources information system construction, regulatory compliance and risk management, and organizational culture construction.
This is a mind map for the diagnosis and treatment of acute cerebral hemorrhage in patients with hemodialysis. The annual incidence of acute cerebral hemorrhage in patients with hemodialysis is (3.0~10.3)/1000, and the main cause is hypertension. Compared with non-dialysis patients, the most common bleeding site is the basal ganglia area, accounting for 50% to 80%; but the bleeding volume is large and the prognosis is poor, and the mortality rate is 27% to 83%. Especially for patients with hematoma >50ml, hematoma enlarged or ventricular hemorrhage on the second day after onset, the prognosis is very poor.
The logic is clear and the content is rich, covering many aspects of the information technology field. Provides a clear framework and guidance for learning and improving information technology capabilities.
時間管理
事情太多太雜,一團亂麻
銷售人員黃金時間表(範例/天)
註:1、客戶類型需進行分類;
註:2、早上打高品質客戶,增加信心;反之影響一天狀態;
總結:1、黃金時間表從銷冠工作過程中剝離出來的;2、可複製,可形成標準化流程。
銷售主管黃金時間表(範例/天)
註:1、養成走動管理的習慣,看員工狀態;
註:2、時段安排預留30分鐘機動時間進行調整;
銷售部門經理黃金時間表(範例/月)
註:1、列好工作計畫;
註:2、根據崗位工作盡可以拆分細點。
工作被打斷
如何應對上司這個不速之客
不拒絕不迴避
1.透過溝通,讓上司清楚知道你這一週、月度、季度的重點工作和進度
2.主動約見你的主管,變被動為主動,減少上司在你不希望的時間打擾你。
總結:上司經常打斷工作主動約見上司,減少在你不希望的時間打斷;跟上司溝通也是重要工作之一;
其他不速之客
1、專業人做專業事;(不是自己領域的工作讓專業的人去做)
2、預留時間(做為領導需預留被打斷的時間)
3.站立會客(間接告訴對方我很忙,節省時間)
不懂得如何拒絕
1.接受總是比較容易
2、希望廣受愛戴
3.擔心報復
解決方法
1.耐心傾聽
2.如無法當場決定要告訴他你要考慮多久
3.表情應和顏悅色,顯示慎重
4.拒絕委託,而不是拒絕個人,態度堅定
5、如有可能,提供其他途徑
6.決不可透過第三者來拒絕
拖延症
方法一:給予每項工作安排緊湊的時間
方法二:不要把難事往後拖(難的事提前做,因時間不可控)
方法三:不要把喜歡的事做過頭
重要不緊急的事情不要拖延,要照做
事必躬親
1.喜歡做自己擅長的事情
2、工作的安全感
3.擔心其他人出錯
總結
1.對自己沒有成長
2.對別人也沒有成長
3.給別人容錯空間
文件滿桌
1.工作習慣導致
2.散亂的場景比較有安全感
3.半途而廢的工作習慣
解決方法
1、及時歸檔整理
2.集中精力做一件事情
3.每天下班整理