If you were a third-generation time manager, using prioritized values and goals, you would have a framework for making such scheduling decisions and would perhaps assign a letter such as A, B, or C next to each item and then number 1, 2, 3 under each A, B, and C. You would also consider the circumstances, such as the availability of other people involved, and the logical amount of time required to eat lunch. Finally, based on all of these factors, you would schedule the day.(Talati Exam Paper)
Many third-generation time managers who have done this exercise do exactly what I have described. They schedule when they will do what, and based on various assumptions which are made and explicitly identified, they would accomplish or at least begin most of the items in that day and push the remainder onto the next day or to some other time. For instance, most people indicate that they would use the time between 8 and 9 A.M. to find out exactly what was on the agenda for the executive board meeting so that they could prepare for it, to set up lunch with the general manager around noon, and to return the call from the FDA. They usually plan to spend the next hour or two talking to the sales manager, handling those correspondence items which are most important and urgent, and checking out the rumor regarding the last batch of product X which apparently didn’t pass quality control. The rest of that morning is spent in preparing for the luncheon visit with the general manager and/or for the 2 P.M. executive board meeting, or dealing with whatever problems were uncovered regarding product X and last month’s sales.
After lunch, the afternoon is usually spent attending to the unfinished matters just mentioned and/or attempting to finish the other most important and urgent correspondence, making some headway into the overflowing “IN” basket, and handling other important and urgent items that may have come up during the course of the day. Most people feel the media budget preparations for the following year and the preparation for the next month’s sales meeting could probably be put off until another day, which may not have as many Quadrant I items in it. Both of those are obviously more Quadrant II activities, having to do with long-term thinking and planning. The medical journals continue to be set aside because they are clearly Quadrant II and are probably less important than the other two Quadrant II matters just mentioned. What approach did you take as you scheduled those items? Was it similar to the thirdgeneration approach? Or did you take a Quadrant II, fourth-generation approach? (refer to the Time Management Matrix on page 151).
Paper 1: Gujarat Language for 25 Marks Which is Objective Type Includes Grammar, Verbal Ability, Vocabulary, Comprehension Etc.
Paper 2:English Language for 25 Marks, It IncludesQuestion Based on Vocabulary, English Grammar, Comprehension, Idioms Etc.
Paper 3: General Knowledge for 25 Marks it Includes Current Affair Psychological Matters.
Paper 4: Is General Laws for 25 Marks ,Question Based on Constitution of India, Criminal Procedure Code 1973, Indian Penal Code 1860,Evidence act 1872, Gujarat Police act 1951,Gujarat Prohibition act 1949,Prevention Corruption act 1988,SC&Amp;ST act 1989,Motor Vehicle Act 1988.