TIME MANAGEMENT AND ITS IMPLEMENTATION AT PRODUCTION COMPANIES

Yurii Safonov (), Yevhen Maslennikov () and Artur Kashubskyi ()
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Yurii Safonov: Department of Macroeconomics and Public Administration, Kyiv National Economic University named after Vadym Hetman, Ukraine
Yevhen Maslennikov: Department of Economics and Management, Odessa I.I. Mechnikov National University, Ukraine
Artur Kashubskyi: Department of Economics and Management, Odessa I.I. Mechnikov National University, Ukraine

Baltic Journal of Economic Studies, 2017, vol. 3, issue 1

Abstract: The purpose and objectives. Time management is still not a very popular element in many enterprises, while its implementation significantly increases staff productivity and, ultimately, the effectiveness of the company. For this reason, the purpose of the article is to promote time management in a business environment by providing specific tools, principles, methods and systems, and to show its importance to the company and describe the influence of time management for the enterprise. Methods. The study used a generalization, systematization, empirical research, systematic and logical approach to the development of theoretical and methodological provisions for instrumental support management performance of the industrial enterprise. Results. Time management is one of the most important strategic tools of the modern manager. It can help both existing companies and companies that are just launched (the project). Practical implications. The current goal of time management as a mechanism to improve the efficiency of the company. Value/originality. To implement it, the company offered a popular time management system, allowing the company to increase the effectiveness of its activities.

Keywords: time management; manager; time; purpose; planning; priority; plan; staff efficiency (search for similar items in EconPapers)
JEL-codes: D23 Q13 Q14 (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:bal:journl:2256-0742:2017:3:1:13

DOI: 10.30525/2256-0742/2017-3-1-82-87

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