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certain principles while attending the meeting

certain principles while attending the meeting



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Meetings Meetings Presentation Transcript

  • Strategies for Successful Business Meetings
  • Definition of Meeting
    • A gathering of 2 or more people where purposive discourse occurs
    • A gathering where the participants and leader know the specific reason for getting together
    • Meetings search for answers to problems, look for courses of action, make recommendations to higher authority
  • Purposes and Kinds of Meetings
    • 2 core purposes:
    • To present information
    • To help solve problems
    • 3 Kinds of meetings help achieve thes e objectives:
    • Informational Meetings
    • Suggested Solution Meetings
    • Problem Solving Meetings
    View slide
  • Informational Meetings
    • Members Understand the information
    • Learn
    • Ask questions
    • No problem solving
    • No recommendation
    • Following statements were actual meeting topics in various companies:
    • Changes in the reporting procedures in purchasing deptt.
    • Report on company’s strategic plans for the next fiscal year
    • Announcement of the new mission statement
    • Retirement planning for those over 50
    View slide
  • Suggested solution meetings
    • A manager decides to receive input from his staff on an issue. He desires to review preliminary recommendations before solving the issue. The scenario is:
    • A supervisor senses a problem and desires to review options on addressing problems
    • A message is sent to all staffers asking for possible options
    • Suggestions are tabulated and distributed to all
    • A meeting is called to discuss all possible options
    • The manager and review committee reviews recommendations.
    • Comments on all option occur at the meeting.
  • Problem Solving Meetings
    • Problem Solution Benefit Action
    • Major problem is presented early in the meeting
    • Participants suggests solutions
    • Discuss and evaluate them
    • Participants arrive at a decision for further action
  • Problem Solving Meetings
    • Usual structure of Problem Solving Meeting moves from initial awareness of an issue to its eventual resolution.
    • A researcher discovered that the CEOs desire answers to 4 Qs:
    • What is the plan?
    • Why is the plan recommended?
    • What are the goals?
    • How much will it cost to implement the plan?
  • Steps in Problem Solving Meetings
    • Background Analysis
    • Solution Discovery
    • Solution Evaluation
    • Choice of Action
  • (1) Background Analysis
    • State the problem or question in affirmative tone
    • Instead of this—
    • Which kinds of related business should we avoid?
    • Write this—
    • In which related business should we consider expansion?
    • Instead of this—
    • How can the negative treatment of foreign maids be decreased...
    • Write this—
    • Which steps should be taken to improve treatment of foreign…
    • Define and Limit the Problem
    • By related businesses we mean …
    • By foreign maids…
    • Collect facts on the history of the problem
    • How long has the problem existed?
    • Describe symptoms of the problems
    • Extent of the problem
    • Possible causes and effects
    • How do other companies handle the problem?
  • (2) Solution Discovery
    • Establish Criteria:
    • Like fairness, workability, acceptability, favorable costs, number of people impacted, return on investment.
    • List Possible Solutions:
    • Brainstorming— the process of listing as many ideas as possible without judgment from any group member
  • (3) Solution Evaluation
    • Evaluating all suggestions in the light of your stated criteria
    • Pros and cons of a solution
    • Effect of solution on the future of the company
    • Answering whether a preferred solution truly will solve a problem or create new ones
    • Has the solution proved workable at any other company or in a similar situation?
    • (4) Choice of Action
  • Kinds of Leadership
    • Authoritarian
    • Shows contempt for some members
    • Dominates the discussion
    • Praises those who agree with his opinion
    • Speaks often and loudly
    • Issues orders and commands
    • Leaderless
    • Delegates all direction and decision making steps to others
    • Believes in shared leadership
    • Allows high-ability people to run the meeting
    • Democratic or Participative
    • Helps the group make best decision possible
    • Facilitates productive group discussion
    • Invite minority opinions
    • Evaluate unsupported generalizations
  • Steps before the Meeting
    • (1) Review the problem and determine the precise purpose
    • Write the central purpose of the meeting
    • Consider if a meeting is really needed?
    • Select the medium
    • (2) Decide who should participate
    • Similar casts for regularly scheduled meetings
    • Specialists for their expertise
    • Usual criterion include gender, age, diversity of views etc.
    • (3) Arrange for meeting date, time and place
    • Be exact
    • E-mail a reminder
    • Avoid weekend afternoons and evenings
    • (4) Create an Agenda— a roadmap of what will be covered in the meeting
    • Wording should be clear, short, unbiased
    • (5) Distribute the Announcement for the Meeting
    • To and From
    • Subject of discussion and Importance of subject
    • Suggested reference material
    • Date, time, place
    • (6) Check on Physical Arrangements
    • Select the seating pattern
    • Determine what kind of material are needed in the room
    • Availability of usual electronic visual aids
  • Procedures during the Meeting
    • (1) Begin with an Opening Statement
    • A neutral, free from bias opening statement
    • (2) Stimulate Discussion
    • Leader might use a white board
    • Ask questions to keep discussion moving
    • Get participants to analyze their own thinking
    • Keep an atmosphere of goodwill and cooperation
    • (3) Understand role of the Participants
    • Problem participants demand special attention
    • The Reticent, non-participating member
    • The “Know-it-all”
    • The Long-winded speaker
    • The Erroneous Member
    • The Participant showing personal animosity
    • (4) Interpret data for Solution Evaluation
    • (5) State the Major Conclusion and Plan of Action
    • Summarize (list major conclusions of the discussion)
    • State individuals responsible for specific actions
    • Indicate by which time a task is to be completed
    • Extend thanks to the members for attending and completing task
  • Follow-Up after the Meeting
    • A leader has 2 final responsibilities:
    • Distributing minutes of the meetings
    • Seeing that committees, deptts, individuals are appointed to complete actions decided upon
    • MOM include:
    • Name of organization, deptt., group
    • Date, time, place of meeting
    • Names of members present, including who chaired the session
    • Signature of the one who recorded the minutes
  • Powers of Chairman
    • To maintain order and decorum
    • Second vote power
    • To decide point of order— question relating to rules, procedure, regulations governing meeting
    • To decide priority of speakers
    • Direct the inclusion/exclusion of matters in MOM
    • Regulate voting procedure
    • Decide method of voting
    • To adjourn a meeting
    • To stop discussion
    • To remove persons
  • Responsibilities of Participants
    • Prof. Wiliiam M. Sattler and N. Edd Miller recommended 9 roles to play to succeed as a good participant
    • Clears the clutter
    • Give procedural suggestions
    • Steer the group back to central issues
    • Points out misunderstandings
    • Clears unclear expressions and foggy ideas
    • Ask questions when in doubt
    • Adds substantive information
    • Be careful with the tone
    • Stimulate members to reach their goal
    • Risks new, different, unusual ideas
    • Challenges tactfully the validity and reasonableness of contributions
    • Challenges unsupported conclusion, an out-of-date or unclear source, a biased piece of information, illogical matter
    • Attempts to find a middle ground
    • Seeks to find a compromise
    • Invites other participants to join
    • Tact, sensitivity and cooperativeness with the chairperson characterizes the role