International Journal of Economics, Commerce and Management

United Kingdom Vol. V, Issue 7, July 2017

http://ijecm.co.uk/ ISSN 2348 0386

TIME MANAGEMENT: A CASE STUDY OF PARTNERSHIP

BUSINESSES IN THE MUNICIPALITY OF PEJA, KOSOVO

Fjolla Trakaniqi
University “Haxhi Zeka” - 30000, Peja, Kosovo
fjollatrakaniqi@gmail.com

Abstract
The phenomenon of global economic competition, which is becoming increasingly harsh and
aggressive, also affected management. Competition strategies are different and improving
competing skills can be accomplished in many ways. One of the most successful ways is
considered the priority treatment of time. The era of global competition has led time
management to be a necessity for every individual, especially for business managers. There are
many different ways to speed our lives. Thus, business management is changing constantly.
Due to the great importance of time, a special discipline was developed within management as
time management. According to Ilirian and Rudina Lipi (2008), mismanagement of time is a
modern illness that managers face today. Many contemporary business leaders face the
problem of time management and the implementation of effective daily management. The paper
presents the management of the time of 120 managers of medium and large businesses in Peja
Municipality. Questionnaires were used for data collection, which were disseminated through
direct contacts and electronically via google form. Such results proved that the use of time
management techniques affects time management, as well as minimizing work outages affects
time management.

Keywords: Time, Time Management, Success, Business Management, Manager, Work Time,
Work and Performance.

INTRODUCTION
Although in recent decades researchers began to devote more on time management, this
concept remains a key issue for every individual. For time management to influence the
effectiveness of manager‟s work, the one must manage himself. Drucker (1966) has concluded

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that executives who fail to manage themselves effectively cannot manage their co-workers or
subordinates.
The failure or success of any manager is determined by effectiveness of use of time. For
this, one of the key formulas for success is good organization of time. Most managers for their
imbalance both at work and in life blame the lack of time, though in their subconscious they
know they have to interact with time. Managers' ability to manage time will determine their
success. Time management is important for the manager to create the right strategy to carry out
all the activities successfully, which will bring a good performance.
Time management is important for everyone, for business leaders, managers, students,
teachers, and employees. However, in this research is addressed only the time management of
managers of medium and large business in Peja Municipality. The results of this research will
help identify the time management application in our businesses as well as the impact of this
concept on business performance.

Time Management
"Time is a rare resource of manager, if it cannot be managed, nothing else can be managed"
-Peter Drucker

Since the 50s and 60s of the XXth century, time management literature began to be greatly
enhanced. Initiators of time management study, those who studied time management, are Peter
Drucker, Alex McKenzie, Alan Lakein, Stephen Covey and others. Each of these, in their
writings, made an important contribution to both time management and benefits and obstacles
arising from good or bad time management. Research of these scholars became reference for
all those who wanted to know, learn, or even study time management.
In the modern business environment changes, diversity and complexity grow rapidly and
the ability to manage changes - as well as the time - is increasingly critical factor highlighted by
Harung (1998). This shows that time management is a necessity for every manager, is a
process that requires patience and time. Time management is not an easy process, which will
be successful only if we invest in it. It requires time, energy and work.
Time management is a very important skill in life, says Covey (2004) "... fortunately is a
skill that can be taught. People spend years to learn how to read, write, and years to learn to
talk. The ability to manage time should also be learned. How long it takes to learn the effective
management of time depends on the person, his abilities to learn, and his ability to put those
lessons into practice".

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Regardless of the existence of technologies, such as e-mail, the Internet, and cellular phones
that help to speed up our lives, we still lack the time (Norgate, 2006)."For managers of all levels
and all organizational production or service systems, special importance should be given to
rational use of time that man effectively passes through the work process" (Buçinca, 2006).Time
management is not just about work efficiency and performing more works, but is a valuable tool
that can help you achieve balance in your life (Raffoni, 2009).
Based on all the sayings above, it can easily be seen that the most common problem
nowadays is lack of time. Time is one of the most important inputs in the work process.
Claessens et al., (2007) conducted a literature review and studied the 32 most important time
management works. Claessens et al., (2007) made a review of the literature and studied the 32
most important works of contemporary management. Based on the literature, they suggest a
definition of time management such as: "Behaviors aimed at achieving effective use of time
during which specific activities are performed".
Thus, from the viewpoint of these researchers, it is easy to point out that time
management is a necessity for every manager, a process that requires patience and time.
Contemporary managers are expected to be more flexible, more creative and more complex in
order to fit the competition. At the same time, they should possess knowledge and skills for
effective time management, which is one of the determinants that enables them to perform
better, and thus a desired profitability.

Time Management Techniques

Managing time or work in time is not easy at all. All those who dealt with the time management
identified several techniques for a much better management. Each of these techniques varies
because they were determined by different people, in different time and different places. But,
apart from changes in time management techniques, some are common to everyone.
Covey's Authors (2004), Peeters & Rutte (2005) and Grissom et al. (2015) propose
these techniques for effective time management.

Table. 1: Time Management Techniques

Covey (2004): Peeters & Rutte (2005): Grissom et al., (2015):
-Setting goals and objectives - Setting goals, - Setting achievable goals,
- Planning, - Priorities, - Priorities,
- Priorities - Planning, - Monitoring progress,
- Delegation. -Monitoring Progress. - Organization.

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Goals
To combine logic with action, in the continuity of the work process, a manager must have clear
goals for achieving results. The expectation each individual has when devoting himself to
achieving a goal is great. According to Hoover (2007), the first step is to establish long-term
goals and then to ensure day-to-day objectives and actions to meet these goals.
Every person to perform an activity sets its goals. For his implementation Lokvud gives
an opinion: "Every goal requires a clear definition of success, a route, a meeting point, or a
department responsible for implementation to the end."The manager should analyze the goals
to avoid conflicts between different objectives (Haughton, 2006). When you have a greater
purpose, articulated clearly and you are committed to it, then every problem is another step
towards this goal (Kahle, 2003).

Working Time Planning

One of the first and most important steps in the manager's work is planning that helps increase
productivity and efficiency.When a manager plans his work time, he offers himself a better use
of time. So he will have enough time to re-arrange all the necessary activities.For planning Thiel
& Masters (2016), refere to Apple as the best example: "Apple has imagined and executed
multi-year plans to create new products and distribute them efficiently".Jobs noticed that they
could change the world through careful planning, not listening to feedback of focus groups or by
copying someone else's success".
Although at different time periods, Smythe & Robertson (1999) and Morgenstern, (2000),
for time planning are based on Lake's studies (1973).

Table 2: Time Planning

Smythe & Robertson (1999): Morgenstern (2000):
- Determination of needs, -Classification of main activities by categories,
-Setting goals to meet these needs, -Removal of all activities that can be removed,
-Selection of priorities among the tasks to -Determining the time needed to carry out the remaining activities,
be performed, - Focus on activities so that they are carried out at the foreseen time
-Allocating time and other resources to - Improving and adjusting the timetable.
planning, scheduling, and making the list

Planning, lost of time during it and benefits from lost of time most of the scholars evaluate with
Pareto law 80/20.According to Covey (2004), Mackenzie & Nickerson (2009), Seiwert & Woeltje
(2011), Forsyth (2007; 2009), Manktelow & Anand (2009), Thiel & Masters (2016), Fisher
(2001), “Rule 80/20 attributet to the italian ecconomist Vilfredo Pareto (1848-1923).

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In the jargon of time management this is called the Pareto Principle - 80% of the results derive
from 20% of the activities. "According to Napoleon Hill, there is an indispensable rule to master
the sufferings and disappointments, and this is the change of these emotional tiredness through
well-planned work.It is a rule that has no similarity (Chandler, 2014).A bad plan is better than no
plan.But to compile the plan tasks takes time (Thiel & Masters (2016). Planning is the best way
to make the important tasks on time (Lothar & Holger (2011).

Identifying Priorities
Some scholars agree with Drucker's work (1966), which gave a certain form of concept and
approach to time management at work. Since then management actions have typically focused
on priority activities until they are completed and in developing a work plan that uses the priority
scheme as a structural organization (Slaven & Totterdell, 1993; Kaufman & Lindquist, 1999).
Managers all the time face different challenges that require solutions.Some of them have
immediate solutions based on their experience. However, some of them require more time and
effort to solve. So managers need to adhere to the main principles to finish their duties, to
practice them daily in order to have long-term results (Covey (2004). Individuals have to decide
on their priorities and it is reasonable to postpone some tasks (Gafni & Geri (2010)). Nevil
(2007) prioritises them in three categories: priority, important and pending.With this system,
managers prioritize all the tasks they need to complete at a certain time. In addressing priorities,
Covey's cadres are of particular importance.Covey introduced four quadrants for effective time
management, which are called Covey's Kuadrants, which are still being considered as the basis
for defining and applying the most important activities.

Table 3: Time Management Matrix

Urgent Not Urgent
I. ACTIVITIES II. ACTIVITIES
- Crisis - Prevention of PC activities
Important

- The pressing Problems - Relationship Building

- Deadline-driven projects - Appreciation of new opportunities
- Planning, recreation.
III. ACTIVITIES IV. ACTIVITIES
Not Important

- Cuts of some calls - Trivia, Bussy with work

- Some emails, some reports - Some e-mails
- Some meetings - Some phone callings
- The pressing issue - Time waster
- Random activities - Plesure activities
Source: (Covey, 2007)

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In the third table are the Covey quadrants and the main activities in each of them. Hummel
(1994) after conducted research also determines the loss of time in each quadrant. The ability to
choose between the most important and the unimportant is the key determinant of success both
at work and in everyday life.

Delegation of Work
Delegation is the basis of the management task (Griffin, 2010). Delegation is the process of
defining the subordinates' duties, giving them the authority necessary for the implementation of
these duties and their obligation to carry out the duties at a satisfactory level (Jay, 2002;
Robbins & Decenzo, 2011; Sylqa, 2013; Llaci, 2002).Delegating works allows the manager to
concentrate on the main part of his job by not spending energy and time in those activities that
can be performed by his subordinates. Effective managers know that they can achieve much
more, faster and more efficiently by assigning specific tasks to their subordinates (Nelson &
Economy, 2005). Table 4 shows the steps for successful delegation by Laurence (2006), Griffin
(2010) and Mackenzie & Nickerson (2009).

4: Delegation Process
Laurence (2006) Griffin (2010) Mackenzie & Nickerson (2009)
-Share your intent -To follow what is to -Select the person with the appropriate skills,
with others, be done, - Teach the task,
-Demonstrate your actions,
-Show more respect, -To tell when should -Put questions,
be done, -Let subordinate to demonstrate and interpret to
-Find the dividing ensure that he understood the task,
line between -Transmit all relevant -Do not interrupt to correct the mistakes ... you can
sufficient and specifications, limits, give some useful tips but not interrupt the work ,
excessive liability. budget constraints -Set checkpoints during the implementation phase
and other of the task,
requirements. -Create standards, follow the methods,
-Provide access as needed.

METHODOLOGY
The purpose of this research is to identify the role that time management play in performance of
businesses in the city of Peja, Kosovo, and identification of factors that affect time management.
H0: 1. Using time management techniques does not affect time management.
Ha: 1. Using time management techniques affects time management.
H0: 2. Minimizing work outages does not affect time management.
Ha: 2. Minimizing work outages affect time management.

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In this study a descriptive design is adopted. For data collection, 80 questionnaires were
distributed through direct contacts and 100 are distributed via electronic form through Google to
150 businesses in the municipality of Peja (Kosovo) during the period April - May 2017. From
the 180 questionnaires that were distributed to managers and entrepreneurs of partnership
Businesses with general responsibility and those with limited liability. 50 of them did not answer
and 10 of them have not given the correct answer, which were removed from analysis. In total,
120 questionnaires were used for the research.
This questionnaire is divided into two categories: the first category includes general
information: a) personal data on the respondent, b) business data, and the second category
includes time management questions formulated according to Likert scale, 1 (very rarely), 2
(rare), 3 (sometimes), 4 (often), and 5 (very often).The analysis and results of these questions
have been made through the statistical method.
For quantitative data analysis, as statistical tools for their analysis were used Excel
software for descriptive data and SPSS software, for Likert scale questions by factorial method,
reliability test and proof of hypotheses withLinear regression. By linear regression it has been
proved that there is a relationship between the variables.
For extraction of the sample are used data provided from the Municipal Business Center
in Peja.
Table 5 shows the number of businesses and their classification based on legal status,
from 2000 to 2016 at the moment of registration. In the table number 6 are given businesses
with general partnerships and those with limited partnership in the municipality of Peja, which
are selected for research.

Table: 5. Businesses by Legal Status in the Municipality of Peja (2000-2016)

Type of business No. of businesses Percentage
I.B. Individual Business 6442 92%
LLC A company with limited liability 840 4.5%
JSC Joint Stock Company 11 0.1%
GP General Partnership 156 3%
LP Limited partnership 4 0.1%
FC. Foreign company 14 0.1%
PE Public enterprise 1 0%
AC. Agricultural cooperative 1 0%
Total: 7469 99.8%
Source: Municipal Business Center Peja (2017)

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Table: 6. Businesses with General / Limited Partnerships in the Municipality of Peja

Lloji i biznesit No. of bussinesses Percentage
GP General Partnership 156 3%
LP Limited partnership 4 0.1%
Total 160 3.1%
Source: Municipal Business Center Peja (2017)

To extract the sample from the entire population is utilizing the formula Taro Yamane (1973).
𝑁
𝑛=
1 + 𝑁 ∗ (𝑒)2
Where;
n = the sample, N = population, E = 5% importance level (95% significant)
160 160
𝑛= 2
= = 114.28
1 + 160 ∗ (0.05) 1.4

ANALYSIS AND FINDINGS

The questionnaire contains 30 questions. Below are the data collected through the table and
then these data are presented graphically. The total number of research subjects consists of
120 managers, who participated in the research, which is reflected in the table below.

Table. 7. General Information about the Participants Involved in this Study

Demographic Distribution Frequency Percent
Men 88 73.3 %
Females 32 26.7 %
Gender
Total 120 100
18 - 25 7 5.8 %
26 – 30 22 18.3 %
31 – 35 44 36.7 %
Age 36 – 40 22 18.3 %
41 – 45 15 12.5 %
46 – 50 8 6.7 %
51 and more 2 1.7 %
Total 120 100
Ph.D. 4 3.3 %
Scientific master 34 28.3 %
Master 33 27.5 %
Level of education professional
Faculty 46 38.3 %
High School 2 1.7 %
Secondary 1 0.8 %
Total
school 120 100

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Economy 37 30.8 % Table 7...

Management 52 43.3 %

Field of study Accounting and 7 5.8 %

Finan
Engineering 4 3.3 %
Other 20 16.7 %
Total 120 100
General director 37 30.8 %
General 33 27.5%
manager
Human 8 6.7%
resources ma
Marketing 3 2.5%
Position in the
manager
Financial 15 12.5%
business
manager
Project manager 13 20.8 %
Other 11 9.2%
Total 120 100
Manufacture 10 8.3 %
Service 66 55.0 %
Business Sector
Commerce 43 35.8%
Construction 1 0.8%
Total 120 100

In the table 5, the businesses included in the survey are presented by sector: 55% are service
businesses, 36% commercial businesses, 8% manufacturing businesses and only 1%
construction businesses.
Of all the participating managers in research 88 of them are male 73.3% and 32 female
26.7%. The minimum age is 22 and max 55 years. As seen in table 5, dominant age group is
31-35 with 44%, age group 26-30 and 36-40 years are 22%, 15% of participants entered the 41-
45 year-old group, 8% of them are 46 -50 years old, in the age group 18-25 years are 7% of
managers and only 2% are over 51 years old.
Of the managers who have been part of the study, regarding the question of what is the
highest level of your education 38% of them have declared that they have completed the faculty,
28% master, 28% professional master, 3% doctoral, High school 2% and only 1% middle
school.
Of the 120 managers participating in the research, 43% stated that they have studied
management, 31% economics, 6% accounting and finance, 3% engineering and 17%
other:(business administration, marketing, computer science, information technology,
international relations).
When asked about your position in the business where you work, 31% of them stated
that they work as general director, 27% general manager, 13% financial manager, 11% project

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manager, 7% human resource manager, Marketing manager 2% and 9% others:(sales

manager, production manager, import manager, quality manager).

Tabela 8: Results of KMO and Test Barlett

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .621

Bartlett's Test of Approx. Chi-Square 331.804
Sphericity df 66
Sig. .000

As seen from the table above, the KMO test is 62.1% (.621). Because 62.1> 0.50 we can say
that the data test is appropriate for factorial analysis. The second test below is the Barlett test.
As can be seen from the table, the Barlett test is important (Sig.). This means that there are high
correlations between the variables, in other words the data set is suitable for the factor analysis.

Tabel 9: Number of Factors Related to Eigen Value and Explanatory Percentage of Variance

Extraction Sums of Rotation Sums of

Initial Eigenvalues Squared Loadings Squared Loadings
% of Cumulati % of Cumulativ % of Cumulati
Component Total Variance ve % Total Variance e % Total Variance ve %
1 2.927 24.393 24.393 2.927 24.393 24.393 2.194 18.279 18.279
2 1.810 15.083 39.475 1.810 15.083 39.475 2.110 17.587 35.866
3 1.441 12.006 51.481 1.441 12.006 51.481 1.620 13.502 49.369
4 1.135 9.457 60.938 1.135 9.457 60.938 1.332 11.104 60.473
5 1.038 8.650 69.589 1.038 8.650 69.589 1.094 9.116 69.589
6 .819 6.826 76.415
7 .756 6.297 82.711
8 .556 4.637 87.349
9 .552 4.600 91.949
10 .394 3.282 95.231
11 .312 2.600 97.831
12 .260 2.169 100.000
Extraction Method: Principal Component Analysis

There are different factors for determining the number of factors. In our example, we have
selected the Eigen value which takes into account the factors of thinking that 1.

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In Table 9, there are 5 major factors than the value 1 (Eigenvalues). The first factor explains
18,279% of total variance, the first factor and the second factor explain the variance 35,866%,
while five factors together explain the variance 69,589%.

Tabela 10: Common Variance Table

Communalities
Initial Extraction
2. Do you set yourself deadlines for performing a task 1.000 .572
3. Do you set clear goals for performing tasks 1.000 .651
4. So you set and review your goals 1.000 .623
5. Do you plan your day before you start it 1.000 .505
13. Do you easily overcome the delays 1.000 .820
14. Avoid the clutter 1.000 .797
15. Prefer to perform two or more tasks at the same time 1.000 .678
16. Do you have enough time to perform all the work during the day 1.000 .543
19. Happens to leave your work unfinished 1.000 .734
20. Do you review your activities to see where you are wasting time 1.000 .851
22. Do you think you have having enough time available for yourself, your family
1.000 .773
and creative activities
23. Are you able to relax in your free time without any worries about work 1.000 .804
Extraction Method: Principal Component Analysis

Communality (Common variances)represents the sum of the variance that a variable divides
along with the other variables which participates in the analysis (Hair et al., 1998).In factorial
analysis, we extract from the analysis variables that have low variance (eg under 0.50).
The purpose of rotation is to gain meaningful factors that can be interpreted. Below,
Table 11 shows the (Rotated Component Matrix). This matrix is the final result of factorial
analysis. In the matrix, can be seen correlations between the original variable and its factor. The
variable that has the largest weight under a certain factor means that the variable has a
correlation to that factor. If the number of data (observations) is 350 and above, the factor
weight should be 0.30 and above. But weights 0.50 and above are accepted as very good ones
(Hair et al., 1998).
In our example, in Table 11 are given 5 factors (columns) and the weights of each
variable under the factors (Factor loadings - coefficient of correlation between variables and
factors). From the table, the variable “Do you set yourself deadlines for performing a task" has
the largest weight under factor 1 (.794). Variable “Are you able to relax in your free time without
any worries about work” has the highest weight under factor 2 (,879), variable “Do you easily
overcome the delays” under factor 3 (870), variable “Happens to leave your work unfinished”

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under factor 4 (,823) and the variable “Do you review your activities to see where you are
wasting time” under factor 5 (,914).

Tabel 11: Rotated Component Matrix

Component
12 3 4 5
3. Do you set clear goals for performing tasks .794
4. So you set and review your goals .731
5. Do you plan your day before you start it .680
2. Do you set yourself deadlines for performing a task .679
23. Are you able to relax in your free time without any worries about work .879
22. Do you think you have having enough time available for yourself, your
.848
family and creative activities
16. Do you have enough time to perform all the work during the day .675
13. Do you easily overcome the delays .870
14. Avoid the clutter .849
19. Happens to leave your work unfinished .823
15. Prefer to perform two or more tasks at the same time .768
20. Do you review your activities to see where you are wasting time .914
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations

To make the appointment of factors it is necessary to group the variables that have a greater
weight under one factor. For example, in Table 11, variables 3 (,794), 4 (,731), 5 (,680), dhe 2
(,679) have the largest weight under factor 1 (variables that have small weights under the factor
1 were not taken into account). These variables have to do with management techniques, so we
can name the first factor as a factor of time management.
Similarly, the variables 23 (,879), 22 (,848), 16 (,675)have the largest weight under
factor 2. These variables relate to free time, so the second factor can be designated as the free
time factor.
Under the third factor, the variables 13 (,870), 14 (,849) have the largest weight. These
variables are related to time wasters, so the third factor can be named as the factor oftime
wasters.
Under the fourth factor, variables 19 (,823), 15 (,768) have the highest weight. We can
not say that variables 19 and 15 have common features. While variable 19 has to do with poor
management of time, variable 15 has to do with accomplishing more than one task at the same
time. Since two or more tasks at the same time can not be accomplished with the desired
success, the two variables can be referred as factorof thepoor management of time.

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Under the fifth factor, we only have a variable 20 (,914), “Do you review your activities to see
where you are wasting time ", so this factor can be called as factor of time management
activities.
To determine the reliability and to find the durability of the scale used, Alpha Cronbac‟s
test was used which is 0.658 for all variables (12 variables) together exceeding the value of 06.
Based on the probability test it is ascertained that the variables used in this research are reliable
and sufficient for data analysis.

Tabela 12: Reliability Test

Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
.658 .668 12

H0: 1. Using time management techniques does not affect time management.
Ha: 1. Using time management techniques affects time management.
H0: 2. Minimizing work outages does not affect time management.
Ha: 2. Minimizing work outages affect time management.

Tabela 13: Table of Standard Model and Study Model

Standard Model Study Model
The basic equation of a linear regression Model:
model is:
Y= β0+ β1Xi+ ε Y = β0 + β1X1 + β2X2+ ε
Y– The value of the dependent variables Y = Time management
β0 – constant term β0 = 3,492; (Constant term)
β – coefficient of function β1X1 = 0,153; (Time management techniques)
X-The value of independent variables β2X2=0.103; (Minimizing work outages does)
ε – The error term ε – The error term
The coefficient of reliability = 95%

To summarize, the result of the forecast model is as follows:

Time management = 3,492+0,153*(Time management techniques) + 0.103*(Minimizing work
outages does)

Tabel 14: Variation Analysis Table

Model Sum of Squares df Mean Square F Sig.
b
1 Regression 5.322 2 2.661 15.798 .000
Residual 19.709 117 .168
Total 25.031 119
a. Dependent Variable: Time management
b. Predictors: (Constant), Minimizing work outages, Time management techniques

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The table 14 shows the results of analysis of variance to see the difference between the results
of Minimizing work outages and Time management techniques involved in this study. The table
shows that in the dependent variable, time management, are differences in the rates in the
averages of minimizing work outages and Time management techniques involved in this study.
Value-F is 15.798 and p corresponding value is given as <0.000.Therefore, we can safely reject
the zero hypotheses, which means that the observed differences have statistical significance.

Tabel 15: Parameter Forecasts

Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
1 (Constant) 3.492 .172 20.26 .000
8
Time management .153 .040 .328 3.787 .000
techniques
Minimizing work outages .103 .038 .235 2.717 .008
a. Dependent Variable: Time management

The table above shows the results of regression where as a dependent variable is included
Time management while as independent variables are included the time management
techniques and minimizing work outages. The table also shows that the link between time
management techniques and time management is positive (Beta 0.328, t 3.787, sig 0.000).
Also the link between employee motivation and effective delegation is positive (Beta 0.328, t
3.787, sig. 0.000).As well the link between minimizing work outages and time management is
pozitive (Beta 0.235, t 2.717, sig. 0.008). The positive regression B>0 indicates a positive
correlation between independent variables and dependent variables, resulting that by increasing
the level of the time management tehnique variable, the value of the dependent variables, tima
management increases by 0.153 units. At the same time, with the increase in the level of
minimizing outages variable, the value of the dependent variance increases, time managent to
0.103 units.
The results of two independent variables positively influence effective delegation
(dependent variables). Based on these data we can conclude that Ha.1. usage of time
management techniqueshas an impact on time management and Ha.2 minimizing work outages
has an impact on time management. And with this hypothesis H0:1. and H0: 2. is not accepted.

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CONCLUSION
By recognizing the importance and the necessity of managing time, our business managers
manage and perform on time. Based on the value of the data obtained from the questionnaires,
hypotheses Ha: 1 is proved. The use of time management techniques affects time management.
Ha: 2. Minimizing work outages affects on time management.
Time management techniques for performing tasks include: setting goals and objectives,
scheduling, priorities, delegating, setting deadlines for performing tasks, and so on. Minimizing
outages means interruptions such as meetings, phone calls, e-mails.
The results obtained show that managers of these businesses manage their time.The
high level of achieved percentages can be proved by the success of these businesses. Many
Peja businesses operate in several cities in Kosovo. Some, although in a large number, operate
in the countries of the region as well.
This shows that time management is essential for any manager, is a process that
requires patience and time, but also is not an easy process, which will be successful only if we
invest in it, which takes time, energy and work. The failure or success of any manager is
determined by effectiveness use of time. Soon of the key formulas for success in management
is good organization of time.
Since this is the first paper that examines the management of time in businesses with
general partnerships and those with limited partnership in Peja municipality, these researches
provide a rich source for future researchers. Future studies can broaden research in this way:
- Involvement of other variables that will help them and they will complete these research.
- Research may be conducted on a broader scale and include time management in public
organizations and time management in education.
- Research may be conducted in businesses of entire cities in Kosovo and compared to
businesses in the region, such as Albania, Macedonia and Montenegro.
- Further, research data could be collected over a period of time, for the most desirable
results it is suggested that the data should be collected at different time periods.

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