15. meetings

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  • This is a summary slide for the Conducting Business slides
  • This is a summary slide for the Conducting Business slides
  • This is a summary slide for the Conducting Business slides
  • This is a summary slide for the Conducting Business slides
  • This is a summary slide for the Conducting Business slides
  • This is a summary slide for the Conducting Business slides
  • This is a summary slide for the Conducting Business slides
  • 15. meetings

    1. 1. Communicating at Work Ronald Adler Santa Barbara City College Jeanne Elmhorst Albuquerque TVI Community College
    2. 2. Chapter 9 Effective Meetings Chapter Outline • Types of Meetings • Planning a Problem-Solving Meeting • Conducting the Meeting Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e2
    3. 3. Effective Meetings • Of 90,000 working days, 46% of the time was spent in meetings • 20,000,000 business meetings each day in the U.S. • Unproductive meetings cost U.S. businesses $37,000,000,000 annually Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e3
    4. 4. Effective Meetings Table 9-1: Hourly Costs of Meetings Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e4
    5. 5. Effective Meetings Table 9-2: Meetings in Corporate America Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e5
    6. 6. Types of Meetings • Information-sharing – Beginning-of-shift – Weekly-update • Problem-solving or Decision-making – Most common reason for a business meeting • Ritual Activities – Example: TGIF gatherings Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e6
    7. 7. Types of Meetings • Virtual – Teleconferences – Videoconferences – Online meetings – Advantages include: • Less expensive • Easier to schedule • Take less time • Allows more people to attend • Less personal Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e7
    8. 8. Planning a Problem-Solving Meeting • When to Hold a Meeting ? Is the job beyond the capacity of one person ? Are individuals’ tasks interdependent ? Is there more than one decision or solution ? Are misunderstandings or reservations likely Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e8
    9. 9. Planning a Problem-Solving Meeting • Setting an Agenda – An agenda is a list of topics to be covered in a meeting – Three questions: 1. What do we need to do to achieve our objective? 2. What conversations will be important to the people that attend? 3. What information will we need to bring? Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e9
    10. 10. Planning a Problem-Solving Meeting Components of a Complete Agenda  Time  Length  Location  Participants  Background Information  Items and Goals Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 10
    11. 11. Planning a Problem-Solving Meeting Figure 9-1: Format for a Comprehensive Agenda Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 11
    12. 12. Conducting the Meeting • Beginning the Meeting – Identify the goals of the meeting – Provide background info – Show how the group can help – Preview the meeting – Identify time constraints Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 12
    13. 13. Conducting the Meeting • Conducting Business – Business meeting checklist – Parliamentary Procedure – Encouraging participation – Keeping discussions on track – Keeping a positive tone Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 13
    14. 14. Business Meeting Checklist Table 9-4: Checklist for Conducting a Meeting Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 14
    15. 15. Conducting Business • Parliamentary Procedure – A set of rules for conducting a meeting and making decisions – Suitable when: • a group’s decisions will be of interest to an external audience • haste may obscure critical thinking • emotions are likely to be strong Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 15
    16. 16. Conducting Business • Parliamentary Procedure – Order of Business • Reading of the minutes • Reports • Unfinished business • New business – Motions – specific proposals for action • Address a single issue • Must be seconded to be discussed • Discussion • Public vote Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 16
    17. 17. Conducting Business • Encouraging participation – Member differences lead to unequal access during a meeting – Use the Nominal Group Technique (NGT) – Give each member a turn to speak – Use questions • Overhead • Direct • Reverse • Relay Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 17
    18. 18. Conducting Business Nominal Group Technique (NGT) Phase 1: Each member writes ideas down on paper; leader collects papers Phase 2: All ideas are posted for all members to see Phase 3: Members discuss ideas for understanding, but no criticism is allowed Phase 4: Members rank the ideas privately Phase 5: Group discusses highest-ranking ideas critically and thoroughly Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 18
    19. 19. Conducting Business • Keeping discussions on track – Remind group of time pressures – Summarize and redirect – Challenge relevancy – Put off good, but irrelevant ideas Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 19
    20. 20. Conducting Business • Keeping a positive tone – Clarify by asking questions and paraphrasing – Enhance others’ comments – Be culturally aware Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 20
    21. 21. Conducting the Meeting • Concluding the Meeting – Close a meeting when… …the scheduled closing time has arrived …the group lacks resources to continue …the agenda has been covered – Close a meeting by… …signaling when time is almost up …summarizing the meeting’s accomplishments and future actions …thanking the group Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 21
    22. 22. Conducting the Meeting • Following Up the Meeting – Build an agenda for the next meeting – Follow up on other members – Take care of your own assignments Slid© Copyright The McGraw-Hill Companies, Inc., 2005 e 22

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