Time and defining its concept

Management is not practiced in a vacuum, but rather within a specific framework, relying on specific elements to accomplish its work. Among these important elements is time, which is “considered the most rigid and flexible concept at the same time, as individuals live in the same society, and each individual uses different expressions when defining their relationship to time”  “The most common images and associations among managers regarding time are: Time as a master, Time as an enemy, Time as a mystery, Time as a slave, Time as a referee, Time as a neutral force” It is this differing perception of time that determines how it is dealt with and is responsible for some of people’s behavioral patterns toward time.

The proper use of time often distinguishes between success and failure. Within the 24 hours of a day, there is a limited number of them for tasks. Therefore, the problem isn’t the scarcity of time itself, but rather what we do with that limited amount. Making the most of every minute is crucial for completing tasks efficiently and on time. Time always moves at a fixed and constant pace, so individuals must be mindful of their allotted time. The quantity of time is important, but how we manage it is even more so.

We have twenty-four hours a day, seven days a week, and fifty-two weeks a year, and with effective management we can achieve better use of time and the ability to accomplish many tasks in the same amount of time.

“Those who look at time with interest are the ones who achieve many accomplishments in their personal and professional lives, and they are the ones who know that time is short to achieve everything they want. On the contrary, the person who does not care much about achievements looks at time as having little value”

The problem of time remains always linked to human existence, as its concept varies according to the different motives, needs, and the nature of the tasks and work required. Cultures, traditions, and customs also directly or indirectly affect the shape of the relationship between humans and time.

Because it is difficult to provide a specific and precise definition of time, especially in the field of management, a neutral definition was adopted from Webster’s New World College Dictionary, which is used in this study: ” The period of time taken to perform an action or process” Accordingly, time here refers to official working hours.

In order to clarify the concept of this important resource of production, we will define its characteristics and types.

First: Characteristics of time:

Although the concept of time is known to everyone, by reflecting on the course of life and studying historical events, it can be observed that time is characterized by a set of properties, which can be explained as follows:

Some scholars have long observed that time passes at a fixed and constant rate, with each second, minute, or hour resembling the next. They believe time moves forward sequentially, governed by a precise and unchanging system that cannot be halted, altered, increased, or reorganized   Thus, time progresses steadily forward without delay or advancement, and it cannot, under any circumstances, be stopped, accumulated, canceled, substituted, or replaced. It is a limited resource possessed equally by all. Although people are not born with equal abilities or opportunities, they have the same twenty-four hours each day and fifty-two weeks each year. Therefore, all people are equal in terms of time, whether they are high-ranking or low-ranking employees, rich or poor. The problem, then, is not the amount of time available to each individual, but rather how this time is managed and used. Do they utilize it effectively and productively to accomplish their required tasks, or do they waste and squander it on matters of limited benefit?

Since time is a vital resource, and “it passes quickly, and what has passed cannot be recovered or compensated for,” time is the most precious and valuable thing a person possesses. Its value stems from the fact that it is the vessel for all work and all production; it is, in reality, the true capital of the individual and society Therefore, time is considered fundamental.

Life, and civilization upon it, is based. While time cannot be bought, sold, rented, borrowed, multiplied, saved, or manufactured, it can be invested and maximized. Those who have time to accomplish their work, as well as time to enjoy other activities outside of work, have discerned the difference between quantity and quality; they invest every minute of their time. Therefore, “time management does not aim to change, modify, or develop time, but rather to how to invest it effectively, trying to reduce time wasted without any benefit or production, in addition to trying to raise the level of employee productivity during the time period specified for work”

While time is a fundamental management resource, it differs from others in that it cannot be stored or replaced, and it permeates every aspect of the management process. Therefore, its importance lies in its influence—positive or negative—on how other resources are utilized.

If time has all this uniqueness and importance that distinguishes it from other management resources, then its management also differs from the management of these resources. Peter Drucker summarized this difference by saying: “Managing time means managing oneself, because whoever cannot manage himself cannot, therefore, manage the time of others”

Despite this, many managers do not appreciate this unique resource, which is essential for everything. They engage in activities that are simply a waste of time, as they dissipate it without achieving appropriate results.

It takes up a large portion of time, and the return on it for achieving the goals is very limited. Therefore, the only real solution lies in (the best use of available time) , and managers should learn how to manage the process of using their time. Drucker observed that “effective managers do not start by carrying out their tasks, but rather by looking at their time. They do not start by planning, but rather by knowing what their time is actually being spent on, and then they make an effort to reduce the unproductive work that represents a burden on their time” .

Second: Types of time:

Time can be analyzed by grouping similar activities and seeing how much time is spent on different aspects, such as personal time, and communications of all kinds (phone calls, meetings, individual discussions, visits, etc.) . Then it is possible to see how time is allocated to functional areas. It is also possible to analyze the sequence of activities, and this includes studying the time spent on obstacles or obstructions.

Time can be divided into four types: 

1- Creative Time:

This type of time is described as creative if it is spent on thinking, analysis, and future planning, in addition to organizing work and evaluating the level of achievement. Administrators utilize this type of time during their administrative activities due to their need for creative time.

Yes, scientific thinking and sound guidance, in addition to addressing administrative problems in a logical and scientific manner, with the aim of providing objective solutions that ensure the effectiveness and results of the decisions issued regarding them.

2- Preparatory Time:

This type of time represents the preparatory period that precedes the start of work. The preparatory time is spent in the process of collecting information and facts related to the activity that the manager wishes to carry out, or in the necessary preparations of equipment, halls or machines before starting to carry out the work. The manager is supposed to give this type of activity the time it needs, given its economic effects on the organization and the resulting loss due to the lack of basic inputs for the work.

3- Productive Time:

This type of time represents the duration spent executing the work planned during the creative phase, as well as preparing for it during the preparatory phase. To maximize the effectiveness of time utilization, managers must balance the time spent executing the work with the time spent on preparation, planning, or creation. It is understood that the time available to everyone is limited and non-renewable. If a significant amount of time is allocated to routine tasks within the organization, it implies that little time is available for creativity, preparation, or both. Consequently, managers’ practice of time balance is an urgent necessity and a guarantee of efficiency.