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By Claudia Simon (More) • Last updated on October 25.06.2023, XNUMX • First published on 18.04.2017/XNUMX/XNUMX • So far 8497 readers, 3198 social media shares Likes & Reviews (5 / 5) • Read & write comments
In Companys limited resources lead to harmful multitasking. Positive changes are prevented. The Solution is: Concentration on the focus and klare priorities. Then employees can make decisions and companies can thrive.
Multitasking has a positive ring to it. After all, a processor capable of multitasking is special fast and powerful. It seems quite desirable to be able to do several things at the same time.
Not even the joking statement that just that Women Being capable of multitasking interferes with the men's endeavors to somehow manage as many projects and processes as possible at the same time.
Multitasking in everyday work is by no means desirable and positive. By switching back and forth between different Tasks Errors are generated that have to be corrected afterwards. This is time-consuming and costly.
Besides that verlieren Employees who suffer from the multiple burdens, their performance or drop out completely. When multitasking is common practice, projects take longer and cost more. An enemy in their own ranks in terms of resource efficiency and competitiveness.
The more tasks or projects at the same time are active and compete for the same resources, the more harmful multitasking arises. In order to avoid losing sight and control, focusing is imperative.
That means, on the one hand, setting the highest priorities, and on the other hand, too decide, which tasks are completely removed from the agenda. Initiatives that cannot be completed within a short period of time are stopped. The resulting capacities are used to work consistently on the main tasks. New initiatives only start when others have been completed.
Finding the right one isn't a secret Art. Rather, there are very clear rules. following three Ask help to identify them:
If there is a bottleneck in the System, the hours for the entire system are lost there. However, an hour saved at a non-bottleneck is pure fiction. Optimizing a non-bottleneck does not necessarily lead to an optimization of the entire system, but usually achieves the opposite.
It is important to concentrate on improving the bottleneck. This results in a reduction in throughput times, high reliability and capacity gains. Decisive competitive advantages. Furthermore, the profit can be increased through the sale of the acquired capacity.
Very few factors are influencing the at any given time Performance of a business. Executives by no means have to be on site everywhere, make all decisions themselves and everyone Projects-Serve construction sites at the same time. If you take care of everything, you don't focus on anything. Good leaders recognize what needs to be done.
Businesses can do far more by focusing than by multitasking. In order to maintain focus, actions with no or even harmful Effect be omitted. That's why it's important to focus on the central issues and mark them as "to-do". Not-to-dos can be done later or deleted entirely.
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Claudia Simon is managing director of VISTEM GmbH & Co. KG. She is a management consultant for strategy and organizational development in companies and, together with a team of experts, advises national and international companies on their growth development. Simon completed an apprenticeship as an industrial clerk and studied business administration at the University of Applied Sciences in Worms. After training as a legal clerk and working as an assistant to the management in larger law firms, where she was involved in the implementation of a management system, among other things, she headed the training and consulting department of a company specializing in legal software. In addition to her work as a management consultant, Caudia Simon coordinates the network of German-speaking experts , Users and interested parties to the Theory of Constraints. More information at www.vistem.eu All texts by Claudia Simon.
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