Managing Interruptions

Today's world increasingly operates utilizing quick responses to the continual bombardment o f bits and pieces o f information an d data. Both at work and at home, rapid reactions to sources o f news are expected an d often demanded.  Although the subject o f time management interruptions has . .. I S t llS been mentioned previously in the business - /■ literature, when discussed, interruptions were. treated as annoyances to be avoided rather than as events to be encouraged. This paper discusses and classifies interruptions as expected or unexpected and mentions three strategies on how to deal with interruptions. Also, twelve pressures and influences are presented which have combined to produce a new need to manage interruptions, namely: (1) immediate gratification mentality; (2) time urgency environment; (3) accessibility or open door expectation; (4) self interest economics; (5) just-in-time production; (6) quick response marketing; (7) value added accounting; (8) shareholder value finance; (9) multitasking work load; (10) email an d electronic etiquette; (11) employee empowerment; and, (12) shift fromprivate to public rights.