Although the Brazilian industrial development comes occurring of sped up form this process is relatively recent, therefore Brazil had that to face first some stages of its economic development. However, this change of economic profile? of the agricultural predominance for the industrial? it did not follow the changes of the social profile, therefore under the point of view of studious in Management the investments in formal education and managemental training they continue insufficient. One of the consequences of the business-oriented pressures of the environment is to little effectiveness of the controlling in the administration of its proper time and, perhaps as these same studious, the Brazilian managers are sacrificed in relation to its proper responsibilities. The international competition requires each time more enterprise effectiveness, products (and services) of quality and prices competitive. In this context, the Brazilian controlling have to manage human resources badly prepared and deriving of a organizacional culture many times autocratic and excessively burocratizada. Ahead of this, the Brazilian managers see themselves involved in an enormous load of work, beyond innumerable problems of leadership and unstable interpersonal relationships, what he becomes them each time estressados and oppressed.
What it is Important? What he is Urgent? Ahead of the displayed one above we evidence the obvious one; that is, the managemental tasks and commitments grow in alucinante rhythm, even so the time of the manager continue the same. Being thus, the solution is to define the priorities in agreement the degree of importance of each one of its activities. Therefore, she is necessary that the manager knows its products, its customers and its competitors to understand which the necessity of the company in relation to its capacity. Of this form it will enxergar? inside of its ' ' pacote' ' of urgencies? what it is at the same time immediate and important. After defined the priorities the Manager must plan the agenda of the week and, so that it is not frustrating, the manager must understand it as a plan in which reality costuma to intervene constantly through its heads, subordinate, colleagues and other areas of the organization.