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Time Management for Remote Workers

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Language:  English
Time management is the skill to use time efficiently/effectively when working centrally or remotely at home. We communicate with the company by email, text, phone or video conferencing.
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  • About the Author
  • Introduction
  1. Time Management for Remote Workers
    1. Time Management & Remote Working Definition
    2. Objectives
    3. The POSEC Model of Time Management
    4. Controlling your Time
    5. The 3Ps: Procrastination, Perfectionism & Presenteeism
    6. The 4 Ps Plans, Priorities, Policies & The Pareto Principle
    7. A Model of Time Management
    8. Six Time Management Personalities
    9. Importance/Urgency Time Management Model
    10. Ten Activities to Improve Time Management for Remote Working
    11. Learning Map of Time Management for Remote Workers
  2. Unique Aspects of Remote Working
    1. How Do You Facilitate Remote Working?
    2. Why Work Remotely?
    3. What Resources Do You Need?
    4. Smart Remote Working
    5. Five Activities to Help you Become a more Effective Remote Worker
    6. Learning Map of Time Management & Remote Working
  • Acknowledgements
  • References and Bibliography

Time is the most precious resource we have, and so we should practise good time management when working centrally or remotely. Time management is the ability to use time productively, wisely, efficiently and effectively whether working centrally from an employer’s office or remotely at home. Remote working is a situation in which employees mainly work from home and communicate with the company by email, text, telephone or video conferencing, and do not commute or travel to a central place of work such as an office.

About the Author

Samuel A Malone is a self-employed training consultant, lecturer and author. He is the author of 21 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management.  Some of his books have gone into foreign translations and second editions. He has an M.Ed. with distinction (in training and development) from the University of Sheffield and is a qualified Chartered Management Accountant (ACMA), Chartered Global Management Accountant (CGMA) and a Chartered Secretary (ACIS). He is a fellow of the Irish Institute of Training and Development (FIITD).

About the Author

Samuel A. Malone