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It is no wonder that there is raising 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 are many other time challenges which can be stress filled.

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

Changing priorities as companies relocate themselves.

Pressure from working long hours, missing kids' activities.

"We need to train individuals to work smarter not harder," Adler said.

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

Overcash, thirty six and the mommy of 2, works as a senior manager of finance for Merz Pharmaceuticals LLC in Greensboro, NC and is as well 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 about it.

Some of the ideas she has gathered already include a new paper work system because "now it's arranged in piles," suggestions for keeping away from interruptions from colleagues as well as 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 higher worker productivity.

You could say that's a hardhearted method 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.

Some workers are making things more challenging than they should be.

Most people, perform lots of stuff which does not really make an impact. It's kind of there and you feel you've 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 look routinely at how they spend their time and purge tasks that are no longer needed. Simultaneously, they have to be willing to adapt to changing work requirements.

Anybody who is firm in today's work force should stop thinking about it, Fagiano said. Everything changes so fast that midcourse corrections are needed. 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 controlling their work loads.

Companies are aware that individuals can't work this relentlessly and be effective. And a few 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 good employees.

Morgenstern says that technological advances like e mail 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 want.

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

Workers also can create more time for important work by "controlling the nibblers." This may 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 set times, such as late morning or late afternoon, she said.

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