Meeting Management


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  • Meeting Management

    1. 1. Meeting Management <ul><ul><li>People skills </li></ul></ul>
    2. 2. <ul><li>25% to 80% of managers’ and professionals’ time is spent in meetings </li></ul><ul><li>More than 33% of time spent in meetings is unproductive, costing business an estimated $37 billion a year </li></ul><ul><li>For one Fortune 500 firm, the loss is $71 million a year </li></ul>Meeting Facts
    3. 3. <ul><li>Almost 72% of business leaders surveyed currently spend more time in meetings than they did five years ago. More than 49% expect to be spending even more time in meetings four years from now. </li></ul><ul><li>Only 33% of business leaders surveyed have had formal training in how to run meetings </li></ul>Meeting Facts
    4. 4. <ul><li>Although 75% say it is “almost essential” to have an agenda, they use an agenda only 50% of the time </li></ul><ul><li>Only 64% of meetings achieve their intended outcome </li></ul>Meeting Facts
    5. 5. What is a Meetings? A meeting is an outcome directed interaction between 2 or more people that can take place in any of four environments Time Place Same Different Same Different Focus Groups Shift Workers Video Teleconferencing Dispersed Project Team Any Time, Any Place
    6. 6. Outcome-directed meeting Resources Present State (problems) Desired State (outcomes) Action Plan Topic 1 Activity Activity Topic 2 Activity Activity Topic 3 Agenda (Steps) Task Group/ people
    7. 7. The main goal of meetings a vehicle for communication & action not for confusion & frustration
    8. 8. Purpose of the meeting 1. Take decisions 2. Collect views, information and proposal 3. Briefing 4. Exchange information 5. Generating ideas 6. Enquire into the nature and causes of a problem
    9. 9. tests of an effective meeting 1. The outcome justifies the time spent. 2. There mustn't be a better outcome with the same investment. 3. The outcome must be acted on.
    10. 10. Good Meetings In good meetings, people nod in agreement; in poor meetings, people just nod. 1. Planning and preparation 2. Efficient disposal of business Module 9 Elements of good meetings
    11. 11. Good Meetings (contd) Module 9 3. Open participation with adherence to the rules 4. Effective follow-up
    12. 12. criteria for an effective meeting 1. Purpose is clear to all attendees. 2. All who are needed are attending and only those who are needed are attending . 3. Participants are prepared. 4. Time is effectively used. 5. Participants are committed. 6. The main goals is achieving the goals, not meeting for sake of meeting. 7. The outcome should justify the investment. 8. Actions, responsibilities and mechanism for review are clear.
    13. 13. Attendance <ul><li>not by status or convention </li></ul><ul><li>by relevance </li></ul><ul><li>All who are needed are attending and only those who are needed are attending . </li></ul>
    14. 14. Preparation <ul><li>Preparation depends on the circulation in good time of an agenda for the meeting </li></ul><ul><li>The notice of a meeting should inform </li></ul><ul><ul><li>date, time, place and intended duration </li></ul></ul><ul><ul><li>people attending and their roles </li></ul></ul><ul><ul><li>purpose(s) </li></ul></ul><ul><ul><li>preliminary documentation, preparation, etc. </li></ul></ul><ul><ul><li>the procedure for adding any items to the agenda </li></ul></ul>
    15. 15. The use of time – meeting structure <ul><li>a structure which is suited to the purpose and membership of the meeting. </li></ul><ul><li>whiteboard or a flipchart </li></ul><ul><ul><ul><li>discussion is focused </li></ul></ul></ul><ul><ul><ul><li>ideas are not lost </li></ul></ul></ul><ul><ul><ul><li>minutes can be based on them </li></ul></ul></ul><ul><ul><ul><li>avoids repetition of the same ideas </li></ul></ul></ul><ul><ul><ul><li>recorded ideas can be dealt with in sequence </li></ul></ul></ul><ul><ul><ul><li>avoids the dialogue of the deaf </li></ul></ul></ul>
    16. 16. Roles: Time-Keeper <ul><li>Makes sure there is a time-limit for each agenda item </li></ul><ul><li>Let’s the group know when time is almost up </li></ul><ul><li>Keeps the group on task, avoid tangents </li></ul>
    17. 17. Tips for Effective Meetings <ul><li>Start and end your meetings on time </li></ul><ul><li>Keep announcements to a minimum </li></ul><ul><li>Sit in a circle </li></ul><ul><li>Have an agenda and set time limits for each item </li></ul><ul><li>Encourage participation </li></ul><ul><li>Don’t let anyone dominate </li></ul><ul><li>Use hand signals </li></ul><ul><li>Have food </li></ul>
    18. 18. Meeting Environment <ul><li>a bright room with adequate lighting; </li></ul><ul><li>a comfortable heating level; </li></ul><ul><li>good air circulation; </li></ul><ul><li>a good seating arrangement; and </li></ul><ul><li>the early opening of the room. </li></ul>Ensure: Module 9
    19. 19. Large meetings <ul><li>The only thing accomplished efficiently in a large meeting is the giving of information. </li></ul><ul><ul><ul><li>If the group is to respond with ideas or ask questions </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Split the qroup into discussion groups (8 is the ideal number) </li></ul></ul></ul></ul></ul>
    20. 20. Decision-Taking <ul><li>Meetings should be clear on whether a decision is really being taken by the meeting or whether, on the other hand, there is one person who has the responsibility for taking the decision with the help of meeting. </li></ul>
    21. 21. information exchange <ul><li>Where a series of people are to report overlapping information to a meeting (e.g. Progress reports on a project) questions on each report should be limited to clarification until all reports have been given. </li></ul>
    22. 22. Facilitation & Running Effective Meetings
    23. 23. What is Facilitation? <ul><li>Process for running meetings or making decisions in a way that is: </li></ul><ul><ul><li>Smooth </li></ul></ul><ul><ul><li>Effective </li></ul></ul><ul><ul><li>Participatory </li></ul></ul><ul><ul><li>Democratic </li></ul></ul>
    24. 24. Why use facilitation? <ul><li>To involve people </li></ul><ul><li>To make meetings more effective </li></ul><ul><li>To increase the number of minds working on a problem </li></ul><ul><li>To stay on task </li></ul><ul><li>To keep people coming back to meetings </li></ul>
    25. 25. 10 Tips for Facilitating Discussion <ul><li>Paraphrase </li></ul><ul><li>Check </li></ul><ul><li>Compliment </li></ul><ul><li>Elaborate </li></ul><ul><li>Energize </li></ul>
    26. 26. 10 Tips for Facilitating Discussion (cont.) <ul><li>Disagree </li></ul><ul><li>Mediate </li></ul><ul><li>Pull </li></ul><ul><li>Change </li></ul><ul><li>Summarize </li></ul>
    27. 27. Steps to Facilitation Success <ul><li>Choose a facilitator </li></ul><ul><li>Set (or review) Ground Rules & Group Norms </li></ul><ul><li>Choose other roles (as necessary) </li></ul><ul><li>Start meeting agenda/Discussion </li></ul>
    28. 29. generation of ideas <ul><li>This can be the purpose of a total meeting or of a part of a meeting. </li></ul><ul><li>In many instutions there are pure “brainstorming” meetings in which the aim is to promote creative solutions to the problems. </li></ul><ul><li>The key to success is to gather ideas systematically and not to allow any evaluative comments during the process. </li></ul><ul><li>All ideas must be recorded on board or on a flipchart. </li></ul>
    29. 30. brainstorming <ul><li>The aim is to get as many as ideas in a given time. </li></ul><ul><li>Key to success </li></ul><ul><ul><li>Suspend judgement </li></ul></ul><ul><ul><li>Let yourself go and freewheel </li></ul></ul><ul><ul><li>Quantity not quality </li></ul></ul><ul><ul><li>Cross-fertilizer </li></ul></ul><ul><ul><li>Use verbal shorthand; do not explain in detail </li></ul></ul><ul><li>It is both fun and highly productive </li></ul>
    30. 31. Spidergrams-mind mapping <ul><li>Set down a subject as the central point </li></ul><ul><li>It is frequently used in report-essay writing and web design </li></ul><ul><li>It enables the individual or group to collect ideas and organize them as they spring to mind, rather hold them back until relevant subject comes up in sequence. </li></ul><ul><li>By letting our eyes wander on the chart we constantly restimulate our brains in each area. </li></ul>
    31. 33. Group Dynamics <ul><li>In a meeting, you may notice the following phenomena </li></ul><ul><ul><li>Repetition by the same person of the same point </li></ul></ul><ul><ul><li>Failure of people to take up each other’s points except to attack them </li></ul></ul><ul><ul><li>“ not invented here” reactions </li></ul></ul><ul><ul><li>Lack of interest manifested by body language </li></ul></ul><ul><ul><li>Arguments about the structure of the meeting </li></ul></ul><ul><ul><li>Several people talking at once </li></ul></ul><ul><ul><li>Blocking out of certain people and alliances between others </li></ul></ul><ul><ul><li>Skillful anipulation of the meeting </li></ul></ul>
    32. 34. Types of Motions <ul><ul><li>motions to: </li></ul></ul><ul><ul><ul><li>fix time of next meeting </li></ul></ul></ul><ul><ul><ul><li>adjourn </li></ul></ul></ul><ul><ul><li>questions of privilege </li></ul></ul>Privilege motions: Module 9
    33. 35. Types of Motions (contd) <ul><ul><li>requests for information or answers to questions </li></ul></ul><ul><ul><li>motions to: </li></ul></ul><ul><ul><ul><li>appeal  renew </li></ul></ul></ul><ul><ul><ul><li>withdraw </li></ul></ul></ul><ul><ul><ul><li>call for vote to be conducted in a particular way </li></ul></ul></ul><ul><ul><li>points of order </li></ul></ul>Incidental motions: Module 9
    34. 36. Interruptions <ul><li>Internal </li></ul><ul><ul><li>Phones </li></ul></ul><ul><ul><li>Cross talk </li></ul></ul><ul><li>External </li></ul><ul><ul><li>Messages </li></ul></ul><ul><ul><li>Calls </li></ul></ul><ul><ul><li>Visitors </li></ul></ul><ul><ul><li>Refreshments? </li></ul></ul>
    35. 37. Recording a Meeting <ul><li>Minutes </li></ul><ul><ul><li>Authority </li></ul></ul><ul><ul><li>Avoid conflict </li></ul></ul><ul><ul><li>Accountability </li></ul></ul><ul><li>Brief minutes </li></ul><ul><ul><li>Decisions </li></ul></ul><ul><li>Full report </li></ul><ul><ul><li>Contribution </li></ul></ul><ul><li>Action Points </li></ul>
    36. 38. Majority Decision-Making <ul><li>decisions made based upon a majority vote: </li></ul><ul><ul><li>50% +1 </li></ul></ul><ul><ul><li>2/3 majority </li></ul></ul><ul><ul><li>3/4 majority </li></ul></ul><ul><li>efficient way to dispose of business </li></ul><ul><li>minority may feel left out </li></ul><ul><li>concern that issues rushed </li></ul><ul><li>Small majorities result in implementation problems. </li></ul>Module 9
    37. 39. Consensus While everyone may not be in agreement with the decision, every participant in the process commits to supporting that decision. Module 9
    38. 40. Process Review <ul><li>Control on </li></ul><ul><ul><li>Content </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Design </li></ul></ul><ul><li>Share the burden </li></ul><ul><li>Problem people! </li></ul><ul><ul><li>Late comers </li></ul></ul><ul><ul><ul><li>Reward by review </li></ul></ul></ul><ul><ul><ul><li>Punish in many ways! </li></ul></ul></ul>
    39. 41. Ten commandments <ul><li>Thou Shalt Always Know What Time It Is </li></ul><ul><li>Thou Shalt Not Forget the Main Reason for Meetings </li></ul><ul><li>Thou Shalt Remember the Golden Rule of Meetings: Praise in Public, Criticize in Private </li></ul>
    40. 42. Ten Commandments Contd… <ul><li>Thou Shalt Not Convene Meetings Outside of Normal Business Hours </li></ul><ul><li>Thou Shalt Not Use Group Pressure to Logroll Conclusions </li></ul><ul><li>Thou Shalt Not Use Meetings to Gain Acceptance by force </li></ul><ul><li>Thou Shalt Keep the Personal and the Corporate Distinct </li></ul>
    41. 43. <ul><li>Thou Shalt Remember that the people are to participate </li></ul><ul><li>Thou Shalt Always Prepare a Clear Agenda and Circulate It Beforehand </li></ul><ul><li>Thou Shalt Terminate a Regularly Scheduled Meeting When Its Purpose for Being No Longer Exists </li></ul>
    42. 44. <ul><li>Somewhere in the middle of the uncharted Pacific Ocean, we find a beautiful, green, and uninhabited island. An off-course plane crashed on the island stranding seven people-a pregnant woman, a well-known American scientist, a teen-aged girl, an elderly diabetic man, a famous doctor, a software specialist, and a catholic priest. </li></ul>The Island Experience
    43. 45. <ul><li>By luck, a lost plane stumbles upon t he island, but can carry only one of the seven back and possibly reach civilization. Since the plane was lost and does not have a GPS, the likelihood of its being able to return is remote. Although the people on the island will not starve, they must be able to meet necessary social and biological needs to survive. </li></ul>The Island Experience
    44. 46. <ul><li>Your Task: </li></ul><ul><ul><li>Develop meeting outcome </li></ul></ul><ul><ul><li>Develop meeting agenda: Sequence of “generate,” “ organize,” “evaluate,” “communicate.” </li></ul></ul>The Island Experience
    45. 47. <ul><li>Your Task: </li></ul><ul><ul><li>Turn in a written expression of your outcome-oriented meeting (an outcome map to include with your journal) </li></ul></ul><ul><ul><li>The write a journal entry to be submitted as a component of assignment 5 providing your assessment of the effectiveness of the team and the members of the team. </li></ul></ul>The Island Experience