IV. Answer the following questions about the text

1. What is planning?

2. What can help individuals in planning?

3. Why is it helpful to use the Gantt chart for complex projects?

4. What is contingency planning?

V. Find words according to the definitions. The words go across, down and up

T	I	M	E	T	A	B	L	E	H
M	A	J	X	P	R	X	J	C	G
E	S	K	P	O	E	C	K	O	T
E	D	D	E	A	D	L	I	N	E
T	F	K	R	I	W	V	B	T	G
I	G	L	T	U	Q	G	N	R	D
N	H	T	I	Y	A	O	M	O	U
G	Q	W	S	T	Z	A	L	L	B
S	C	H	E	D	U	L	E	P	O

1. A list of the times when events are planned to happen.

2. A date or time before which something must be done.

3. A list of planned activities or things to be done showing the times or dates when they are intended to happen or be done.

4. An occasion when people come together intentionally or unintentionally.

5. A high level of knowledge or skill.

6. The end toward which effort is directed.

7. A plan to show how much money a person or organization will earn and how much they will need or be able to spend.

8. Power or authority to guide or manage.

VI. Before reading the article from the “Financial Times” answer the questions

• Do you manage your time well?

• What techniques do you use?

VII. Read the article from the “Financial Times” and express the main idea of the text Personal time management for busy managers

By Gerard M. Blair*

Personal time management is about controlling the use of your most valuable (and undervalued) resource. Consider these two questions: what would happen if you spent company money in the same way as you spend company time? When was the last time you reviewed the way you use your time?

Without personal time management there are last minute rushes to meet deadlines, meetings which achieve nothing, days which seem somehow to go by unproductively, crises which come unexpectedly from nowhere. This sort of environment leads to stress and poor performance: it must be stopped.

Poor time management is often a sign of over-confidence: techniques which used to work with small projects are simply reused with large ones. Working inefficiently was perhaps unimportant in the small role, but it becomes unacceptable in the large one. You cannot drive a motorbike like a bicycle, nor can you manage a supermarket chain like a market stall.

* The writer was a Senior Lecturer at the University of Edinburgh, Scotland, and is now a design engineer with Agere Systems in Allentown, Pennsylvania.