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Daily Routine or Time Management Quiz

#1

Which of the following is a common time management technique?

Pareto Principle
Explanation

Focus on the 20% of tasks that yield 80% of results.

#2

Which of the following is NOT a time management tool?

Venn Diagram
Explanation

Venn Diagram is a visualization tool, not for time management.

#3

Which of the following is NOT a component of the 'SMART' goal framework?

Meaningful
Explanation

Meaningful is not a standard component in SMART goals.

#4

What does the 'Pareto Principle' state regarding time management?

80% of results come from 20% of efforts
Explanation

Emphasizes focusing efforts on high-impact tasks.

#5

What does the acronym 'MIT' stand for in the context of time management?

Most Important Task
Explanation

Identify and prioritize the most crucial task.

#6

What does the 'Eating the Frog' metaphor imply in time management?

Tackling the most difficult task first
Explanation

Address the most challenging task as a priority.

#7

What does the Eisenhower Matrix help individuals prioritize?

Tasks based on urgency and importance
Explanation

Organize tasks into quadrants for effective prioritization.

#8

What is the 'Pomodoro Technique' used for?

Time management and productivity
Explanation

Work in focused intervals (usually 25 minutes) with short breaks.

#9

What is the principle behind the 'Two-Minute Rule'?

If a task takes less than two minutes, do it immediately
Explanation

Handle quick tasks promptly to avoid accumulation.

#10

What does the 'ABCDE' prioritization technique involve?

Assigning each task a letter based on importance
Explanation

Prioritize tasks by categorizing them alphabetically.

#11

What does the acronym 'SMART' stand for in the context of goal setting?

Specific, Measurable, Achievable, Relevant, Time-bound
Explanation

Criteria for setting effective and clear goals.

#12

What is the 'Eat That Frog!' principle about?

Tackling the most challenging task first
Explanation

Address the most difficult task as a priority.

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