Meetings

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certain principles while attending the meeting

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Meetings

  1. 1. Strategies for Successful BusinessStrategies for Successful Business MeetingsMeetings
  2. 2. Definition of MeetingDefinition 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
  3. 3. Purposes and Kinds of MeetingsPurposes and Kinds of Meetings 2 core purposes: To present information To help solve problems 3 Kinds of meetings help achieve these objectives: Informational Meetings Suggested Solution Meetings Problem Solving Meetings
  4. 4. Informational MeetingsInformational 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
  5. 5. Suggested solution meetingsSuggested 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.
  6. 6. Problem Solving MeetingsProblem 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
  7. 7. Problem Solving MeetingsProblem 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?
  8. 8. Steps in Problem Solving MeetingsSteps in Problem Solving Meetings Background Analysis Solution Discovery Solution Evaluation Choice of Action
  9. 9. (1) Background Analysis(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…
  10. 10. 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?
  11. 11. (2) Solution Discovery(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
  12. 12. (3) Solution Evaluation(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
  13. 13. Kinds of LeadershipKinds 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
  14. 14. Democratic or Participative Helps the group make best decision possible Facilitates productive group discussion Invite minority opinions Evaluate unsupported generalizations
  15. 15. Steps before the MeetingSteps 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.
  16. 16. (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
  17. 17. (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
  18. 18. Procedures during the MeetingProcedures 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
  19. 19. (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
  20. 20. (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
  21. 21. Follow-Up after the MeetingFollow-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
  22. 22. Powers of ChairmanPowers 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
  23. 23. Responsibilities of ParticipantsResponsibilities of Participants Prof. Wiliiam M. Sattler and N. Edd Miller recommended 9 roles to play to succeed as a good participant  ORGANIZER Clears the clutter Give procedural suggestions Steer the group back to central issues CLARIFIER Points out misunderstandings Clears unclear expressions and foggy ideas
  24. 24. QUESTIONER Ask questions when in doubt FACTUAL CONTRIBUTOR Adds substantive information Be careful with the tone ENERGIZER Stimulate members to reach their goal IDEA CREATOR Risks new, different, unusual ideas
  25. 25. CRITICAL TESTER 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 CONCILIATOR Attempts to find a middle ground Seeks to find a compromise HELPER OF OTHERS Invites other participants to join Tact, sensitivity and cooperativeness with the chairperson characterizes the role

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