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[°æ¿µ¼­Àû] The Essential Drucker - ÇÇÅÍ µå·¯Ä¿ ±Û ¸ðÀ½ 03. ½Ã°£ °ü¸® ¹æ¹ý
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À̸íÇå / 2002-4-10 /

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´Â ¼­Á¡¿¡ ³ª°¡ º¸¸é »ê´õ¹Ì°°ÀÌ ¸¹Àº Ã¥µéÀÌ ³ª¿ÍÀÖ´Â ÁÖÁ¦ÀÔ´Ï´Ù. ±×¸¸Å­ Áß¿äÇÑ ¹®Á¦À̸鼭 ¶ÇÇÑ È®½ÇÇÑ ¹æ¹ýÀº ¾ø´Ù´Â ¹ÝÁõÀÔ´Ï´Ù. ÇÇÅÍ µå·¯Ä¿´Â ½Ã°£°ü¸®¿¡ À־µµ ½Ç¿ëÀûÀÌ°í ±Í³³ÀûÀÎ ¹æ¹ýÀ¸·Î Á¢±ÙÇÕ´Ï´Ù.

Most discussions of the knowledge worker's task start with the advice to plan one's work. This sounds eminently plausible. The only thing wrong with it is that it rarely works. The plans remain on paper, always remain good intentions. They seldom turn into achievement.

¿ì¸®´Â ¹«½¼ ÀÏÀ» ÇÏµç °èȹÀ» ¼¼¿ì´Â °Í¿¡¼­ Ãâ¹ßÇÏÁö¸¸ °èȹÀº °á±¹ Á¾ÀÌ Á¶°¢À¸·Î ³²°Å³ª ÀØÇôÁö´Â °æ¿ì°¡ ´ëºÎºÐÀÌ°í ½ÇÁ¦ "achievement"·Î Àß À̾îÁöÁö ¾Ê½À´Ï´Ù.

Effective knowledge workers, in my observation, do not start with their tasks. They start with their time. And they do not start out with planning. They start by finding out where their time actually goes. Then they attempt to manage their time and to cut back unproductive demands on their time. Finally they consolidate their "discretionary" time into the largest possible continuing units.

±×·±µ¥ È¿°úÀûÀÎ »ç¶÷Àº ÇØ¾ßÇÒ ÀÏ¿¡¼­ ½ÃÀÛÇÏÁö ¾Ê½À´Ï´Ù. ½Ã°£¿¡¼­ Ãâ¹ßÇÕ´Ï´Ù. ¹«½¼ ÀÏÀ» ¾î¶»°Ô Çϰڴٴ °èȹ¿¡¼­ Ãâ¹ßÇÏÁö ¾Ê°í '³ªÀÇ ½Ã°£ÀÌ ½ÇÁ¦·Î ¾î¶»°Ô ¾²À̰í Àִ°¡'¸¦ ºÐ¼®ÇÏ´Â µ¥¼­ ½ÃÀÛÇÕ´Ï´Ù. ±×·¸°Ô ºÐ¼®ÇÑ ½Ã°£ »ç¿ë ÆÐÅÏ¿¡¼­ ½ÇÁ¦ È¿°ú¿¡ º°·Î ¿µÇâÀ» ¹ÌÄ¡Áö ¸øÇÑ ºÎºÐÀ» Á¦¿ÜÇÑ ´ÙÀ½ ³»°¡ Á¶ÀýÇÒ ¼ö ÀÖ´Â ½Ã°£ ´ÜÀ§¸¦ °¡±ÞÀû 'Å« µ¢¾î¸®'·Î ¹¶Ä£´Ù, À̰ÍÀÌ ÇÇÅÍ µå·¯Ä¿°¡ ¸»ÇÏ´Â ½Ã°£°ü¸®ÀÇ ÇÙ½ÉÀÔ´Ï´Ù.

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À̰ÍÀº ±âÁ¸ÀÇ ½Ã°£°ü¸®·ù ¼­Àû°ú È®¿¬È÷ ´Ù¸¥ Á¢±ÙÀÔ´Ï´Ù. ±âÁ¸ÀÇ Ã¥µéÀº ÇÒ ÀÏÀ» 'Áß¿äÇÑ ÀÏ', '±ÞÇÑ ÀÏ', ... ³ª´« ´ÙÀ½ ¿©±â¿¡ ¸Â°Ô ½Ã°£À» ¾î¶»°Ô ¹èºÐÇϰí, ÀÚÅõ¸® ½Ã°£À» ¾î¶»°Ô Ȱ¿ëÇÑ´Ù´Â ½ÄÀÔ´Ï´Ù. ÇÏÁö¸¸ ÇÇÅÍ µå·¯Ä¿´Â Á¤¹Ý´ë·Î ¾ê±âÇÕ´Ï´Ù. ÇØ¾ß ÇÒ ÀÏÀÌ ¾Æ´Ñ ½Ã°£¿¡¼­ Ãâ¹ßÇØ¾ß ÇÑ´Ù´Â °ÍÀÔ´Ï´Ù. ¿ÖÀϱî¿ä?

Effective people know that time is the limiting factor.The output of any process are set by the scarcest resource. In the process we call "accomplishment," that resource is time.

¾î¶² ÇÁ·Î¼¼½ºÀÇ ¼º°ú´Â °¡Àå Èñ¼ÒÇÑ ÀÚ¿ø¿¡ ÀÇÇØ¼­ Á¦Çѵ˴ϴÙ. ¿ì¸®°¡ '¼ºÃë'¶ó ºÎ¸£´Â ÇÁ·Î¼¼½º¿¡¼­ °¡Àå Èñ¼ÒÇÑ ÀÚ¿øÀº ¹Ù·Î ½Ã°£ÀÔ´Ï´Ù. ¿Ö ½Ã°£ÀÌ the limiting factor°¡ µÉ±î¿ä? ½Ã°£Àº ¾ÆÁÖ µ¶Æ¯ÇÑ ¸®¼Ò½ºÀ̱⠶§¹®ÀÔ´Ï´Ù.

The supply of time is totally inelastic. No matter how high the demand, the supply will not increase. There is no price for it and no marginal utility curve for it. Moreover, time is totally perishable and cannot be stored. Yesterday's time is gone forever and will never come back. Time is, therefore, always in exceedingly short supply.

Time is irreplacable. We can substitute capital for human labor. But there is no substitute for time.

Everything requires time. It is the one truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplacable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

½Ã°£Àº ¿ÏÀüÈ÷ ºñź·ÂÀûÀÎ ÀÚ¿øÀÔ´Ï´Ù. ¾Æ¹«¸® ¼ö¿ä°¡ ´Ã¾îµµ °ø±ÞÀº ÇÑÁ¤µË´Ï´Ù.
±×¸®°í ½Ã°£Àº ³¡¾øÀÌ ÇÊ¿äÇÑ, ÇѰèÈ¿¿ëÀÌ Ã¼°¨ÇÏÁö ¾Ê´Â ÀÚ¿øÀÔ´Ï´Ù. ¸Ô¾îµµ ¸Ô¾îµµ Áú¸®Áö ¾Ê½À´Ï´Ù. ^_^
°Ô´Ù°¡ ½Ã°£Àº ÀúÀåµÉ ¼ö ¾ø°í ¾²µç ¾È ¾²µç ³¯¶ó°¡¹ö¸®´Â ÀÚ¿øÀÔ´Ï´Ù.
±×·¡¼­ ½Ã°£Àº °ø±ÞÀÌ Àý´ëÀûÀ¸·Î ¸ðÀÚ¶ó´Â ÀÚ¿øÀÔ´Ï´Ù.
¶ÇÇÑ ½Ã°£Àº ´ëüÀç°¡ ¾ø´Â ÀÚ¿øÀÌÀÚ '¸ðµç °Í'¿¡ ¼Ò¿äµÇ´Â À¯ÀϹ«ÀÌÇÑ ÀÚ¿øÀÔ´Ï´Ù.
±× ¾î¶² °Íµµ ½Ã°£À» ¸Ô¾îÄ¡¿ìÁö ¾Ê°í´Â ÀϾ ¼ö ¾ø½À´Ï´Ù.

±×·¯¹Ç·Î ¶Ù¾î³­ ¾÷ÀûÀ» ÀÌ·ï³½ »ç¶÷µéÀº ÀÌó·³ ¼ÒÁßÇÑ ½Ã°£À» ¾ÆÁÖ ¼¶¼¼ÇÏ°Ô ¾Æ²¸°¡¸é¼­ ´Ù·é´Ù´Â °øÅëÁ¡ÀÌ ÀÖ½À´Ï´Ù.

±×·±µ¥ ½Ã°£Àº ÇãÅõ·ç ¾²À̱⠽±½À´Ï´Ù. »ç¶÷ÀÌ ¿ø·¡ ½Ã°£°ü¸®¿¡ ¼­Åõ¸£±â ¶§¹®ÀÔ´Ï´Ù. ÄÄÄÄÇÑ ±ØÀå¿¡¼­µµ ¿ì¸®´Â ¾î´À Á¤µµÀÇ ¹æÇâ°¨°¢À» °®°í ÀÚ¸®¸¦ ã¾Æ°¥ ¼ö ÀÖ½À´Ï´Ù. ÀÌ¿Í ´Þ¸® ½Ã°£ÀÌ ¾ó¸¶³ª Èê·¶´ÂÁö´Â °¡´ÆÇϱ⠽±Áö ¾Ê½À´Ï´Ù. Áñ°Å¿î ¼ø°£¿¡´Â ½Ã°£ÀÌ »¡¸® Èê·¯°¡´Â °Íó·³ ´À²¸ÁöÁö¸¸ ÀϺÐÀÌ ÇÑ ¾øÀÌ ±æ°Ô ´À²¸Áö´Â ±«·Î¿î ¼ø°£µµ ÀÖ½À´Ï´Ù. ±×·¯¹Ç·Î ³ªÀÇ ½Ã°£ÀÌ ½ÇÁ¦·Î ¾î¶»°Ô ¾²À̰í Àִ°¡¸¦ ½ÇÁ¦·Î Á¶»çÇÒ Çʿ䰡 ÀÖ½À´Ï´Ù. ½Ã°£°ü¸®¿¡ À־ ¸¸Å­Àº ±â¾ï¿¡ ÀÇÁ¸ÇÏ´Â °ÍÀÌ °ÅÀÇ Àǹ̰¡ ¾ø½À´Ï´Ù. ½ÇÁ¦·Î Á¶»ç¸¦ ÇØº¸¸é "¾Æ´Ï ÀÌ·¨´ø°¡?"ÇÏ´Â °æ¿ì°¡ ´ëºÎºÐÀ̱⠶§¹®ÀÔ´Ï´Ù. ÇÇÅÍ µå·¯Ä¿´Â ¾î¶² ÀÏÀ» ÇÒ ¶§ ½Ç½Ã°£À¸·Î ¼öø¿¡ ±â·ÏÇÒ °ÍÀ» ±ÇÇÕ´Ï´Ù. ½Ç½Ã°£À¸·Î ±â·ÏÇØ¼­ ÀÚ½ÅÀÇ ½Ã°£ »ç¿ë ±â·Ï(time log)À» ¸¸µì´Ï´Ù. ±×¸®°í ´ÙÀ½°ú °°Àº 'Áø´ÜÀ» À§ÇÑ Áú¹®'À» ´øÁý´Ï´Ù.

This requires asking oneself diagnostic questions.

1. First, one tries to identify and eliminate the things that need not to be done at all, the things that are purely waste of time without any result whatever. To find these time-wasters, one asks of all activities in the time records, What would happen if this were not done at all? And if the answer is, Nothing would happen, then obviously the conclusion is to stop doing it.

2. The next question is, Which of the activities on my time log could be done by somebody else just as well, if not better?

3. A common cause of time-waste is largely under the executive's control and can be eliminated by him. That is the time of others he himself wastes.

¸ÕÀú ÀÚ½ÅÀÇ ½ÇÁ¦ ½Ã°£ »ç¿ë ±â·ÏÀ» º¸¸é¼­ 'À̰ÍÀ» ÇÏÁö ¾Ê¾Ò´Ù¸é ¾î¶² ÀÏÀÌ ÀϾÀ»±î'¶ó´Â Áú¹®À» ÇϳªÇϳª ´øÁý´Ï´Ù. º°·Î ´Þ¶óÁú °ÍÀÌ ¾ø´Ù¸é °ú°¨ÇÏ°Ô ÃijÀ´Ï´Ù. °á°ú¿¡ ¾Æ¹«·± ±â¿©¸¦ ÇÏÁö ¸øÇÑ ½Ã°£Àº öÀúÈ÷ ¹èÁ¦ÇÕ´Ï´Ù. ±×¸®°í ±â·ÏÀ» º¸¸é¼­ ´Ù¸¥ »ç¶÷ÀÌ ´ë½Å ÇØÁÙ ¼ö ÀÖ´Â ÀÏÀº ¾ø´ÂÁö °ËÅäÇÕ´Ï´Ù. ¸¶Áö¸·À¸·Î ÀÚ±â ÀÚ½ÅÀÌ ¿ÀÈ÷·Á ´Ù¸¥ »ç¶÷ÀÇ ½Ã°£À» »¯°í ÀÖÁö´Â ¾ÊÀºÁö µÇµ¹¾Æ º¾´Ï´Ù. ¶æ¹Û¿¡ ±×·± ³¶ºñ°¡ ¸¹½À´Ï´Ù.

ÀÌ·¸°Ô ÇÑ ´ÙÀ½ ½ÇÁ¦ °á°ú¿¡ º° ¿µÇâÀÌ ¾ø´Â ½Ã°£ »ç¿ëÀº °ú°¨ÇÏ°Ô ÃijÀ´Ï´Ù. ÈçÈ÷ ºüÁö´Â ¿À·ù´Â ±×·¸°Ô Àß¶ó³»´Ù°¡ Ȥ½Ã Áß¿äÇÑ Àϵµ ³õÄ¡°Ô µÇ´Â °Ç ¾Æ´Ò±î »ý°¢Çϸç À̰ÍÀú°Í ´Ù ÁýÀû°Å¸®´Â °ÍÀÔ´Ï´Ù. ±×·± ½Ç¼ö´Â µÎ·Á¿öÇÒ Çʿ䰡 ¾ø½À´Ï´Ù. °ú°¨ÇÏ°Ô ½Ã°£À» Á¤¸®ÇÑ µ¥¼­ ºñ·ÔµÈ ½Ç¼ö´Â ¸Å¿ì »¡¸® ¹ß°ßµÇ°í ½Å¼ÓÈ÷ ´ëÀÀÇÒ ¼ö Àֱ⠶§¹®ÀÔ´Ï´Ù.

ÇÇÅÍ µå·¯Ä¿´Â ·çÁƮ ´ëÅë·É ½ÃÀýÀÇ "Harry Hopkins"¶ó´Â ¶Ù¾î³­ Âü¸ðÀÇ ¿¹¸¦ µé¸ç "truly vital matters"¿¡ ÁýÁßÇÏ´Â °ÍÀÇ Á߿伺À» ¾ê±âÇÕ´Ï´Ù. Harryä«´Â Å« ½ÅüÀû Àå¾Ö¸¦ ¾È°í ÀÖ´Â »ç¶÷À̾ Ȱµ¿°¡´ÉÇÑ ½Ã°£ÀÌ ¸Å¿ì Á¦ÇÑÀûÀ̾ú´Ù ÇÕ´Ï´Ù. ±×´Â °¡Àå Áß¿äÇÏ°í °¡Àå ÇÙ½ÉÀûÀÎ ÀÏ¿¡¸¸ ÁýÁßÇÒ ¼ö¹Û¿¡ ¾ø¾ú½À´Ï´Ù. ±×·¡¼­ ¸Å¿ì È¿°úÀûÀÎ ½Ã°£ Ȱ¿ëÀ» ÇÏ°Ô µÇ¾ú½À´Ï´Ù.

À§¿Í °°Àº °úÁ¤À» ÅëÇØ ÀÚ½ÅÀÇ ½Ã°£ »ç¿ë ÆÐÅÏÀ» Á¤¸®ÇßÀ¸¸é ÀÌÁ¦ °¡±ÞÀû Å« ½Ã°£ µ¢¾î¸®¸¦ ¸¸µé¾î ³À´Ï´Ù. ÀÚÅõ¸® ½Ã°£ Ȱ¿ëÀÌ ¾Æ´Õ´Ï´Ù.

To write a report may, for instance, require six or eight hours, at least for the first draft. It is pointless to give seven hours to the task by spending fifteen minutes twice a day for three weeks. All one has at the end is blank paper with some doodles on it. But if one can lock the door, disconnect the telephone, and sit down to wrestle with the report for five or six hours without interruption, one has a good chance to come up with what I call a "zero draft" - the one before the first draft. From then on, one can indeed work in fairly small installments, can rewrite, correct, and edit section by section, paragraph by paragraph, sentence by sentence.

Á¶°¢³­ ½Ã°£ ¼Ó¿¡¼­ ÀÏÀ» ÁýÀû°Å¸®±â¸¸ ÇÏ¸é º° Àǹ̾ø´Â ³«¼­¸¸ ¸¸µé¾î³»±â ½±½À´Ï´Ù. ·¹Æ÷Æ®¸¦ ¾µ ¶§³ª ¶Ç´Â Áß¿äÇÑ ÇÁ¸®Á¨Å×ÀÌ¼Ç ÀڷḦ ¸¸µé ¶§¸¦ »ý°¢ÇØ º¾½Ã´Ù. 20ºÐ ÇÏ´Ù°¡ ´Ù¸¥ ÀÏ Çϰí, 10ºÐ ÇÏ´Ù°¡ ´Ù¸¥ ÀÏÀ» ó¸®Çϸé, ÅõÀÔÇÑ ½Ã°£À» ÇÕÃĺ¸¸é ¸¹´õ¶óµµ ¾Æ¹«·± Àϰü¼º ¾ø´Â ²ôÀû°Å¸²¸¸À» µé°í¼­ ¸¶°¨ ½Ã°£¿¡ Âѱé´Ï´Ù. 1½Ã°£À̸é 1½Ã°£, 2½Ã°£À̸é 2½Ã°£, ´©±¸ÀÇ ¹æÇصµ ¹ÞÁö ¾Ê°í °ü·Ã ÀڷḦ Àо¸ç ±í°Ô »ý°¢ÇÒ ¼ö ÀÖ´Â ½Ã°£À» È®º¸ÇÏ´Â °ÍÀÌ ÁÁÀº ·¹Æ÷Æ®, ÁÁÀº ÇÁ¸®Á¨Å×ÀÌ¼Ç ÀڷḦ ¸¸µå´Â µ¥ ÈξÀ È¿°úÀûÀÔ´Ï´Ù.

°°Àº Å©±âÀÏÁö¶óµµ Á¶°¢³­ ½Ã°£ ¼ö½Ê °³º¸´Ù´Â µ¢¾î¸®°¡ Å« ½Ã°£ ÇÑ °³°¡ ÈξÀ ´õ °¡Ä¡ÀÖ½À´Ï´Ù. ƯÈ÷ Áö½Ä³ëµ¿ÀÚ´Â ¾÷¹« ¼º°Ý»ó ¿ÜºÎÀÇ ¹æÇذ¡ ¾ø´Â µ¢¾î¸®°¡ Å« ½Ã°£À» È®º¸ÇÏ´Â °ÍÀÌ °áÁ¤ÀûÀÔ´Ï´Ù. ÀÚÅõ¸® ½Ã°£ Ȱ¿ë¿¡ ¾Õ¼­ ½ÇÁ¦ ¼º°ú¸¦ °¡Á®´Ù ÁÙ ÀÏ¿¡ ¿ÂÀüÈ÷ ÁýÁßÇÒ ¼ö ÀÖ´Â Å« ½Ã°£ µ¢¾î¸®¸¦ ¸¸µå´Â µ¥ ÁÖ·ÂÇØ¾ß ÇÕ´Ï´Ù. "consolidating"Àº ±×·± ¶æÀÔ´Ï´Ù.

ÇÇÅÍ µå·¯Ä¿´Â ½Ã°£È°¿ëÀÇ ±¸Ã¼Àû »ç·Ê·Î ÀÏÁÖÀÏ¿¡ ÇÏ·ç´Â Áý¿¡¼­ ÀÏÀ» ÇÏ´Â »ç¶÷, ¸ðµç ¹ÌÆÃÀº ¿ù¿äÀϰú ±Ý¿äÀÏ·Î ¸ô¾Æ ³õ°í ³ª¸ÓÁö´Â ÀÚ½ÅÀÇ ÀÏ¿¡ ÁýÁßÇÏ´Â »ç¶÷µéÀ» µé°í ÀÖ½À´Ï´Ù.

´ú Áß¿äÇÑ ÀϵéÀ» ÇØÄ¡¿ö¼­ ½Ã°£À» ¸ðÀ¸°Ú´Ù´Â ¹æ½ÄÀ¸·Î Á¢±ÙÇØ¼­´Â ¾ÈµË´Ï´Ù. ±×·± ¹æ¹ýÀº ´ú Áß¿äÇÑ ÀϵéÀÌ ´Ã ¿ì¼±¼øÀ§ÀÇ À­ÀÚ¸®¸¦ Â÷ÁöÇϱ⠶§¹®ÀÔ´Ï´Ù.
Å« Àǹ̰¡ ¾ø´Â ÀϵéÀ» °ú°¨ÇÏ°Ô Àß¶ó³»°í,
¸Ã±æ ¼ö ÀÖ´Â ÀÏÀº ´Ù¸¥ »ç¶÷¿¡°Ô ¸Ã±â¸é¼­,
°¡±ÞÀû Å« µ¢¾î¸®¸¦ È®º¸ÇÏ´Â °ÍÀÌ Áß¿äÇÕ´Ï´Ù.

Á¤¸®Çϸé À̰ÍÀÔ´Ï´Ù.

  1. Recording time
  2. Managing time
  3. Consolidating time

½ÇÁ¦ ÀÚ½ÅÀÇ ½Ã°£ »ç¿ë ±â·ÏÀ» ²ÙÁØÈ÷ ±×¸®°í Á¤±âÀûÀ¸·Î Á¡°ËÇϸ鼭, '°á°ú'¸¦ ¸¸µé¾î³»Áö ¸øÇÑ ÀϵéÀ» °ú°¨ÇÏ°Ô Àß¶ó³»°í, È®º¸ÇÑ ½Ã°£À» °¡±ÞÀû Å« µ¢¾î¸®·Î ¹¶ÃÄ °¡Àå ÇÙ½ÉÀûÀÎ ÀÏ¿¡ ÁýÁßÇÏ´Â °ÍÀÔ´Ï´Ù.

éÅÍ Á¦¸ñÀÎ "Know your time"Àº À§¿Í °°Àº ¹æ½ÄÀ¸·Î ÀÚ½ÅÀÇ ½ÇÁ¦ ½Ã°£ »ç¿ëÀ» Á¡°ËÇÏ°í °³¼±Ç϶ó´Â ÀǹÌÀÔ´Ï´Ù.

Áö±Ý °è½Å °÷Àº: > [°æ¿µ¼­Àû] The Essential Drucker - ÇÇÅÍ µå·¯Ä¿ ±Û ¸ðÀ½ 03. ½Ã°£ °ü¸® ¹æ¹ý