It is no surprise that there is increasing demand for time management training, both out and in of the workplace.

Lots of companies do not have as many individuals as they used to however there're many other time challenges that can be nerve-racking.

Information overload, thanks to barrages of e-mails, voice mails, letters as well as faxes.

Changing priorities as companies relocate themselves.

Tension from working long hrs, missing kids' activities.

"We have to teach individuals to work smarter not harder," Adler said.

That's what drew Tammy Overcash to a recent time management program taught by Adler.

Overcash, 36 and the mum of 2, is working as a senior manager of finance for Merz Pharmaceuticals LLC in Greensboro, NC and is also 4 courses away from earning a master's in business administration from the University of North Carolina at Greensboro.

The company has grown and my responsibilities have grown Overcash said. I have to be more organized and meet deadlines by working effectively and not pressurizing regarding it.

Some of the ideas she's gathered already include a new paper work system because "now it's arranged in piles," suggestions for keeping away from disruptions from co-workers and others while she's working on a big project, and methods to better delegate tasks. That helps her to work smarter not harder.

We Think there's been an everlasting shift in the business world to pushing for greater worker productivity.

You could say that's a hardhearted way to view it, but in the bloated '80s, companies put so many individuals on payroll, added people willy-nilly, that they went under or could not tackle foreign companies.

Few workers are making things more difficult than they should be.

Most people, perform a lot of stuff which does not actually make an impact. It's kind of there and you feel you have to do it, perhaps because you've always done it. They don't comprehend the concept of how to work smarter not harder.

Take a good hard look from time to time at the way they spend their time and purge tasks that are no longer necessary. Simultaneously, they have to be willing to adapt to changing work requirements.

Anybody who is non-flexible in today's work force should stop thinking about it, Fagiano said. Everything modifies so fast that midcourse corrections are necessary. You've to be prepared to go with the flow.

The 'instant response culture'

Both companies and workers benefit when employees have good methods for managing their work loads.

Companies are aware that individuals cannot work this relentlessly and be effective. And some are concentrating on work-life balance - insisting that their people take vacations, get home to have dinner with their family members, things like that - as it helps them maintain excellent employees.

Morgenstern says that technological advances such as email have pushed workers into what she calls the "instant response culture." As they work in "staccato" mode, they do not ever slow down to "legato" and set aside time blocks to do the thoughtful, complex projects which companies require.

In training sessions and in her book, she recommends that employees not check e-mail first thing in the morning and, instead, utilise those early and fresh hours to deal with their most crucial projects.

Workers also can make more time for important work by "controlling the nibblers." This can be as easy as discouraging colleagues from dropping in to conversation by closing the office door or activating their telephone answering machines to capture phone calls. The return calls can be bunched at fixed times, such as late morning or late afternoon, she said.

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