Journal of the australian naval

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There is much more that could be written, and perhaps much more that should be written, but the message has hopefully struck home. My daughter, who has proofread this article, points out the major premise may be false: I am assuming that readers are sincere, conscientious and prepared to do their darg (an old coalmining term meaning to do an honest days work as a member of a team so that your conscience is clear when you share the payout at the end of the week).

Even if managers can see no place for better time management in their place of work, then they can examine their personal lifestyle to see if lime could not be utilised better. The majority of my students are employed, many have families; the first lecture emphasises to them the need for time management — so that their long-term goal of achieving a certificate or diploma can be fitted into their other intermediate and short-term goals, and they can be aware of the need to shift priorities. As far as the workplace is concerned. Rosemary Stewart said that there are danger signals to indicate to a manager that his/her time is not being well spent:

One is that there are some aspects of his job

that he thinks are important, but for which he

can never find that time. Another is constantly

feeling under pressure .. Yet another danger

signal, and the most dangerous of all, is the

belief that one is indispensable ... Habitual

long hours should also be taken as a warning

that a change is needed in the organisation of

one s work, unless long hours are a way of

escaping from an uncongenial domestic life."

Uncongenial or otherwise, a manager's

working life is only part of his/her life in general

eight hours sleeping, eight hours working are

the averages, and there are but twentyfour in

everybody's day No manager can afford not to

plan ins her use of time.

When to the sessions of sweet silent thought I summon up remembrance of things past, I sigh the lack of many a thing I sought, And with old woes new wail my dear times' waste:

Then can I drown an eye. unus'd to flow. For precious friends hid in death's dateless night.

1, The Old Vicarage, Granichesier. New Golden
Treasury, p416

  1. Richard II, Act III. Scene m, Lines 67-70

  2. The Last Two Million Years, page 10.

  1. The Last Two Million Years, page 11

  2. Tao Te Ching. verse 8.

6. Rubaiyat. verse 51
7 Stewart, page 1

8. Drucker, page 21

9. The Ausiralian. 25 Sep 86. page 11.
10. Mackenzie, page 1

11 Parker, page A7 1

12. Mackenzie, page 3

13. Tao Te Ching, verse 38
14 Mackenzie, page 151

  1. Tao Te Ching. verse 11.

  2. Stewart, page 143.

17 Shakespeare. Sonnet XXX


Drucker. Peter The Effective Executive London.

Heinemann. 1969 Eyre. EC Mastering Basic Management NK.

Macmillan. 1982 Lao Tsu. Tao Te Ching. (New translation by Gia-Fu

Feng and Jane English) London. Wildwood House.


Leeson. Edward (Chosen by) The New Golden

Treasury of English Verse. London. Macmillan.

1980 Legge. James (trans) Trie Texrs of Taoism New York.

Dover, 1962 Mackenzie. R Alec. The Time Trap New York.

McGraw-Hill. 1972 Northcote Parkinson C. el al Greaf Ideas m

Management. Brookvale (NSW). Child Henry &

Page." 1986. Palgrave. FT The Golden Treasury London. Oxford

University Press. 1951 Parker. Damien Practical Business Guide Rialto

(Gold Coast. Queensland). Efficient Business

Planning Bureau. 1986 Reader's Digest The Last Two Million Years London.

Reader's Digest. 1974. Rue. LW & Byars LL. Management Theory and

Application Homewood (Illinois). Richard D Irwin

1980 Samuelson. Michael Supervision in Australia Milton

(Old). John Wiley. 1985 Saville. James Supervision in Australia South

Melbourne. Macmillan. 1985 Shakespeare. William Complete Works London.

Gawlhome Press, 1957 Stewart. Rosemary Managers and Their Jobs

London. Macmillan. 1967 Toffler. Alvin Why Unions are Facing Future Shock

Sydney, The Australian. 25 September. 1986

Page 44 November '86. Journal ol the Australian Naval Institute

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