Time management instruments such as schedules, calendars and agendas are obvious tools to organise individual and collective action. Besides being of great practical significance in the western world and beyond, these tools are remarkable in that they are rarely questioned by those who are governed by them. Yet, they are tools and as such they can be used by management in organisations. This paper will explore: -why these time instruments are much legs visible than the task itself, -to what extent they are knowingly used by management, and -if their effectiveness is somehow limited to certain activities. It is argued that the unobtrusiveness oftime instruments is related to the natural distinction between content and context. Tasks, intellectual or practical, lead the actors to focus on content. Time management instruments appear to belong to context instead. Hence, they are normally taken for granted, framing the problem.
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