SlideShare a Scribd company logo
CHAPTER        14
                                                                                                 SLIDE 1


CHAPTER

                         Meeting and Event
14                       Planning

                               1            Effective Meetings
                               2            Meeting Roles and Responsibilities
                               3            Conferences and Conventions




© 2013 Cengage Learning. All Rights Reserved.    Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 2

Effective Meeting Qualities

 There is a definite need for the meeting.
 The purpose is stated clearly and understood
    by all participants.
   The appropriate people attend.
   An agenda is prepared and followed.
   All members participate.
   Productive outcomes result.


© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 3

Good Reasons for Meetings

 Group problem solving or decision making
 Clarifying an issue
 Sharing complex information with a group
 Communicating quickly with many people
 Showing progress to coworkers or teams




© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 4

Meeting Types

 Staff meetings
 Committee meetings
 Project team meetings
 Customer/client meetings
 Board of director meetings
 Conferences and conventions


© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 5
Etiquette for International
Meetings
 Greet each person properly.
 Do not use first names.
 Disagree agreeably.
 Watch your body language.
 Show respect for everyone, especially those
    in authority.



© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 6

Meeting Responsibilities

 Several people play roles in a successful
    meeting.
      ●   Executive
      ●   Leader
      ●   Participants
      ●   Administrative professional




© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 7

Executive’s Responsibilities

 Determine the purpose of the meeting.
 Set the objectives.
 Select the participants.
 Plan the agenda.




© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 8

Agenda




© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                                SLIDE 9

Leader’s Responsibilities

 Follow the agenda.
 Manage time.
 Encourage participation.
 Facilitate reaching decisions.
 Evaluate the meeting.




© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 10

Admin’s Responsibilities
Before the Meeting
 Confirm or select a date and time.
 Select the room.
 Determine the seating arrangements.
 Order equipment, food, and beverages.
 Prepare materials for the leader and
    participants.
   Make final preparations.

© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 11

Admin’s Responsibilities
During the Meeting
 Greet and
    introduce
    guests.
   Take notes
    for minutes.




© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 12

Admin’s Responsibilities
After the Meeting
 See the room is returned to normal.
 Send follow-up messages.
 Make calendar notes.
 Evaluate the meeting.
 Keep notes related to the meeting.
 Prepare and distribute minutes.


© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 13

Participants’ Responsibilities

 Be prepared for the meeting.
 Respect the leader’s role.
 Listen to others without judging.
 Participate responsibly; don’t dominate.
 Be courteous.
 Take notes.
 Do any follow-up activities.

© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 14

Before a Conference

 Plan carefully.
 Determine the location.
 Arrange for meeting facilities.
 Arrange travel and lodging for presenters.
 Design online registration.
 Prepare information packets.


© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 15

During a Conference

 Run errands and deliver messages.
 Solve problems.
 Check room and meal arrangements.
 Check equipment needs.
 Handle other last-minute details.
                      Present a positive image at all times.
                      Handle every situation with poise and confidence.



© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e
CHAPTER        14
                                                                                               SLIDE 16

After a Conference

 See all equipment is returned.
 Assist with airport transportation.
 Prepare letters and expense reports.
 Ensure bills are paid.
 Help with conference proceedings.
 Participate in a post-conference evaluation.


© 2013 Cengage Learning. All Rights Reserved.   Procedures & Theory for Administrative Professionals, 7e

More Related Content

What's hot

Chapter 7 acquisition and restructuring strategies
Chapter 7 acquisition and restructuring strategiesChapter 7 acquisition and restructuring strategies
Chapter 7 acquisition and restructuring strategiesDr. Lam D. Nguyen
 
IT Competence Framework In Shell SFIA
IT Competence Framework In Shell SFIAIT Competence Framework In Shell SFIA
IT Competence Framework In Shell SFIASFIA User Forum
 
Chapter 12 strategic leadership
Chapter 12 strategic leadershipChapter 12 strategic leadership
Chapter 12 strategic leadershipDr. Lam D. Nguyen
 
Bridging the Gap between Academic Accounting Research and Professional Practice
Bridging the Gap between Academic Accounting Research and Professional PracticeBridging the Gap between Academic Accounting Research and Professional Practice
Bridging the Gap between Academic Accounting Research and Professional Practice
Chartered Accountants Australia and New Zealand
 
Chapter 8 international strategy
Chapter 8 international strategyChapter 8 international strategy
Chapter 8 international strategyDr. Lam D. Nguyen
 
02 operating model (updated)
02 operating model (updated)02 operating model (updated)
02 operating model (updated)
Ibrahim Alhariri
 
Chapter 17 Communication
Chapter 17 CommunicationChapter 17 Communication
Chapter 17 Communication
Rayman Soe
 
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 semThe BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
Babasab Patil
 
Performance Management at Microsoft: The Case of Stack Ranking
Performance Management at Microsoft: The Case of Stack RankingPerformance Management at Microsoft: The Case of Stack Ranking
Performance Management at Microsoft: The Case of Stack Ranking
Jeet Samarth Raut
 
Financial Management (Globe Telecom)
Financial Management (Globe Telecom)Financial Management (Globe Telecom)
Financial Management (Globe Telecom)
Charles Vinzon Racelis
 
Chapter 6 corporate-level strategy
Chapter 6 corporate-level strategyChapter 6 corporate-level strategy
Chapter 6 corporate-level strategyDr. Lam D. Nguyen
 
9e daft chapter_2_the_evolution_of_management_thinking
9e daft chapter_2_the_evolution_of_management_thinking9e daft chapter_2_the_evolution_of_management_thinking
9e daft chapter_2_the_evolution_of_management_thinking
fatwaamrani
 
Organization Design - A Case Study
Organization Design - A Case StudyOrganization Design - A Case Study
Organization Design - A Case StudyPeopleWiz Consulting
 
Strategic Control and Corporate Governance
Strategic Control and Corporate GovernanceStrategic Control and Corporate Governance
Strategic Control and Corporate GovernanceAngelica Angelo Ocon
 
EY Asean DAS - Divesting for value- Final
EY Asean DAS - Divesting for value-  FinalEY Asean DAS - Divesting for value-  Final
EY Asean DAS - Divesting for value- FinalKarambir Anand
 
Chapter 41: Securities Regulation
Chapter 41: Securities RegulationChapter 41: Securities Regulation
Chapter 41: Securities Regulation
Tara Kissel, M.Ed
 
アジャイルジャパン2015 講演資料
アジャイルジャパン2015 講演資料アジャイルジャパン2015 講演資料
アジャイルジャパン2015 講演資料
KDDI
 

What's hot (20)

Chapter 7 acquisition and restructuring strategies
Chapter 7 acquisition and restructuring strategiesChapter 7 acquisition and restructuring strategies
Chapter 7 acquisition and restructuring strategies
 
IT Competence Framework In Shell SFIA
IT Competence Framework In Shell SFIAIT Competence Framework In Shell SFIA
IT Competence Framework In Shell SFIA
 
Pp 11-new
Pp 11-newPp 11-new
Pp 11-new
 
Pp 12-new
Pp 12-newPp 12-new
Pp 12-new
 
Chapter 12 strategic leadership
Chapter 12 strategic leadershipChapter 12 strategic leadership
Chapter 12 strategic leadership
 
Bridging the Gap between Academic Accounting Research and Professional Practice
Bridging the Gap between Academic Accounting Research and Professional PracticeBridging the Gap between Academic Accounting Research and Professional Practice
Bridging the Gap between Academic Accounting Research and Professional Practice
 
Ch09
Ch09Ch09
Ch09
 
Chapter 8 international strategy
Chapter 8 international strategyChapter 8 international strategy
Chapter 8 international strategy
 
02 operating model (updated)
02 operating model (updated)02 operating model (updated)
02 operating model (updated)
 
Chapter 17 Communication
Chapter 17 CommunicationChapter 17 Communication
Chapter 17 Communication
 
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 semThe BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
 
Performance Management at Microsoft: The Case of Stack Ranking
Performance Management at Microsoft: The Case of Stack RankingPerformance Management at Microsoft: The Case of Stack Ranking
Performance Management at Microsoft: The Case of Stack Ranking
 
Financial Management (Globe Telecom)
Financial Management (Globe Telecom)Financial Management (Globe Telecom)
Financial Management (Globe Telecom)
 
Chapter 6 corporate-level strategy
Chapter 6 corporate-level strategyChapter 6 corporate-level strategy
Chapter 6 corporate-level strategy
 
9e daft chapter_2_the_evolution_of_management_thinking
9e daft chapter_2_the_evolution_of_management_thinking9e daft chapter_2_the_evolution_of_management_thinking
9e daft chapter_2_the_evolution_of_management_thinking
 
Organization Design - A Case Study
Organization Design - A Case StudyOrganization Design - A Case Study
Organization Design - A Case Study
 
Strategic Control and Corporate Governance
Strategic Control and Corporate GovernanceStrategic Control and Corporate Governance
Strategic Control and Corporate Governance
 
EY Asean DAS - Divesting for value- Final
EY Asean DAS - Divesting for value-  FinalEY Asean DAS - Divesting for value-  Final
EY Asean DAS - Divesting for value- Final
 
Chapter 41: Securities Regulation
Chapter 41: Securities RegulationChapter 41: Securities Regulation
Chapter 41: Securities Regulation
 
アジャイルジャパン2015 講演資料
アジャイルジャパン2015 講演資料アジャイルジャパン2015 講演資料
アジャイルジャパン2015 講演資料
 

Viewers also liked

Chapter 12
Chapter 12Chapter 12
Chapter 12
Kristin Harrison
 
Chapter 07
Chapter 07Chapter 07
Chapter 07
Leslie Martin
 
Chapter 08
Chapter 08Chapter 08
Chapter 08
Leslie Martin
 
Chapter 16
Chapter 16Chapter 16
Chapter 16
Leslie Martin
 
Chapter 09
Chapter 09Chapter 09
Chapter 09
Leslie Martin
 
Chapter 06
Chapter 06Chapter 06
Chapter 06
Leslie Martin
 
Chapter 17
Chapter 17Chapter 17
Chapter 17
Leslie Martin
 

Viewers also liked (7)

Chapter 12
Chapter 12Chapter 12
Chapter 12
 
Chapter 07
Chapter 07Chapter 07
Chapter 07
 
Chapter 08
Chapter 08Chapter 08
Chapter 08
 
Chapter 16
Chapter 16Chapter 16
Chapter 16
 
Chapter 09
Chapter 09Chapter 09
Chapter 09
 
Chapter 06
Chapter 06Chapter 06
Chapter 06
 
Chapter 17
Chapter 17Chapter 17
Chapter 17
 

Similar to Chapter 14

Example of our work
Example of our workExample of our work
Example of our work
lfbglobal
 
Meeting basics and effective meetings
Meeting basics and effective meetingsMeeting basics and effective meetings
Meeting basics and effective meetingsJntu University
 
2013 01-15 LPI Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator2013 01-15 LPI Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator
allancameron
 
Ipdc training 2014 personal effectiveness training
Ipdc training 2014    personal effectiveness trainingIpdc training 2014    personal effectiveness training
Ipdc training 2014 personal effectiveness training
Bun Sucento
 
Great Webinars ASTD New Mexico
Great Webinars ASTD New MexicoGreat Webinars ASTD New Mexico
Great Webinars ASTD New Mexico
Cynthia Clay
 
MentorRings: Peer Mentoring Leadership Development for Women
MentorRings: Peer Mentoring Leadership Development for WomenMentorRings: Peer Mentoring Leadership Development for Women
MentorRings: Peer Mentoring Leadership Development for WomenMentorgroup
 
Denisi hr 1e_ch.14_student
Denisi hr 1e_ch.14_studentDenisi hr 1e_ch.14_student
Denisi hr 1e_ch.14_student
jkim36
 
Performance management
Performance management  Performance management
Performance management
Durga Palakurthy
 
Crossing the chasm 12 0827
Crossing the chasm 12 0827Crossing the chasm 12 0827
Crossing the chasm 12 0827
Cynthia Clay
 
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12
Cynthia Clay
 
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docx
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docxCONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docx
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docx
bobbywlane695641
 
Grouputer: Going Beyond Web Conferencing
Grouputer: Going Beyond Web ConferencingGrouputer: Going Beyond Web Conferencing
Grouputer: Going Beyond Web Conferencing
ahudson15
 
AIPMM Product Management News & Views Dec 14, 2012
AIPMM Product Management News & Views Dec 14, 2012AIPMM Product Management News & Views Dec 14, 2012
AIPMM Product Management News & Views Dec 14, 2012
AIPMM Administration
 
Team dynamics
Team dynamics Team dynamics
Team dynamics Adnan Khan
 
Nations Hotel New
Nations Hotel NewNations Hotel New
Nations Hotel NewROI TRAINER
 
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVitCONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit
AlleneMcclendon878
 
Crossing the Chasm to Valuable, Engaging Virtual Facilitation
Crossing the Chasm to Valuable, Engaging Virtual FacilitationCrossing the Chasm to Valuable, Engaging Virtual Facilitation
Crossing the Chasm to Valuable, Engaging Virtual Facilitation
Cynthia Clay
 
Gainmore leadership advantage values leader guide
Gainmore leadership advantage   values leader guideGainmore leadership advantage   values leader guide
Gainmore leadership advantage values leader guide
John Kenworthy
 
Ipdc training 2014 time management & personal effectiveness
Ipdc training 2014   time management & personal effectivenessIpdc training 2014   time management & personal effectiveness
Ipdc training 2014 time management & personal effectiveness
Bun Sucento
 
Es2002 m&d aug2012online
Es2002 m&d aug2012onlineEs2002 m&d aug2012online
Es2002 m&d aug2012onlineCELC_ES2002
 

Similar to Chapter 14 (20)

Example of our work
Example of our workExample of our work
Example of our work
 
Meeting basics and effective meetings
Meeting basics and effective meetingsMeeting basics and effective meetings
Meeting basics and effective meetings
 
2013 01-15 LPI Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator2013 01-15 LPI Leadership Potential Indicator
2013 01-15 LPI Leadership Potential Indicator
 
Ipdc training 2014 personal effectiveness training
Ipdc training 2014    personal effectiveness trainingIpdc training 2014    personal effectiveness training
Ipdc training 2014 personal effectiveness training
 
Great Webinars ASTD New Mexico
Great Webinars ASTD New MexicoGreat Webinars ASTD New Mexico
Great Webinars ASTD New Mexico
 
MentorRings: Peer Mentoring Leadership Development for Women
MentorRings: Peer Mentoring Leadership Development for WomenMentorRings: Peer Mentoring Leadership Development for Women
MentorRings: Peer Mentoring Leadership Development for Women
 
Denisi hr 1e_ch.14_student
Denisi hr 1e_ch.14_studentDenisi hr 1e_ch.14_student
Denisi hr 1e_ch.14_student
 
Performance management
Performance management  Performance management
Performance management
 
Crossing the chasm 12 0827
Crossing the chasm 12 0827Crossing the chasm 12 0827
Crossing the chasm 12 0827
 
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12
Crossing the Chasm to Engaging Virtual Facilitation - 08-28-12
 
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docx
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docxCONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docx
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit.docx
 
Grouputer: Going Beyond Web Conferencing
Grouputer: Going Beyond Web ConferencingGrouputer: Going Beyond Web Conferencing
Grouputer: Going Beyond Web Conferencing
 
AIPMM Product Management News & Views Dec 14, 2012
AIPMM Product Management News & Views Dec 14, 2012AIPMM Product Management News & Views Dec 14, 2012
AIPMM Product Management News & Views Dec 14, 2012
 
Team dynamics
Team dynamics Team dynamics
Team dynamics
 
Nations Hotel New
Nations Hotel NewNations Hotel New
Nations Hotel New
 
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVitCONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit
CONTEMPORARY PROJECT MANAGEMENT, 4ETimothy J. KloppenborgVit
 
Crossing the Chasm to Valuable, Engaging Virtual Facilitation
Crossing the Chasm to Valuable, Engaging Virtual FacilitationCrossing the Chasm to Valuable, Engaging Virtual Facilitation
Crossing the Chasm to Valuable, Engaging Virtual Facilitation
 
Gainmore leadership advantage values leader guide
Gainmore leadership advantage   values leader guideGainmore leadership advantage   values leader guide
Gainmore leadership advantage values leader guide
 
Ipdc training 2014 time management & personal effectiveness
Ipdc training 2014   time management & personal effectivenessIpdc training 2014   time management & personal effectiveness
Ipdc training 2014 time management & personal effectiveness
 
Es2002 m&d aug2012online
Es2002 m&d aug2012onlineEs2002 m&d aug2012online
Es2002 m&d aug2012online
 

Chapter 14

  • 1. CHAPTER 14 SLIDE 1 CHAPTER Meeting and Event 14 Planning 1 Effective Meetings 2 Meeting Roles and Responsibilities 3 Conferences and Conventions © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 2. CHAPTER 14 SLIDE 2 Effective Meeting Qualities  There is a definite need for the meeting.  The purpose is stated clearly and understood by all participants.  The appropriate people attend.  An agenda is prepared and followed.  All members participate.  Productive outcomes result. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 3. CHAPTER 14 SLIDE 3 Good Reasons for Meetings  Group problem solving or decision making  Clarifying an issue  Sharing complex information with a group  Communicating quickly with many people  Showing progress to coworkers or teams © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 4. CHAPTER 14 SLIDE 4 Meeting Types  Staff meetings  Committee meetings  Project team meetings  Customer/client meetings  Board of director meetings  Conferences and conventions © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 5. CHAPTER 14 SLIDE 5 Etiquette for International Meetings  Greet each person properly.  Do not use first names.  Disagree agreeably.  Watch your body language.  Show respect for everyone, especially those in authority. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 6. CHAPTER 14 SLIDE 6 Meeting Responsibilities  Several people play roles in a successful meeting. ● Executive ● Leader ● Participants ● Administrative professional © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 7. CHAPTER 14 SLIDE 7 Executive’s Responsibilities  Determine the purpose of the meeting.  Set the objectives.  Select the participants.  Plan the agenda. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 8. CHAPTER 14 SLIDE 8 Agenda © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 9. CHAPTER 14 SLIDE 9 Leader’s Responsibilities  Follow the agenda.  Manage time.  Encourage participation.  Facilitate reaching decisions.  Evaluate the meeting. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 10. CHAPTER 14 SLIDE 10 Admin’s Responsibilities Before the Meeting  Confirm or select a date and time.  Select the room.  Determine the seating arrangements.  Order equipment, food, and beverages.  Prepare materials for the leader and participants.  Make final preparations. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 11. CHAPTER 14 SLIDE 11 Admin’s Responsibilities During the Meeting  Greet and introduce guests.  Take notes for minutes. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 12. CHAPTER 14 SLIDE 12 Admin’s Responsibilities After the Meeting  See the room is returned to normal.  Send follow-up messages.  Make calendar notes.  Evaluate the meeting.  Keep notes related to the meeting.  Prepare and distribute minutes. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 13. CHAPTER 14 SLIDE 13 Participants’ Responsibilities  Be prepared for the meeting.  Respect the leader’s role.  Listen to others without judging.  Participate responsibly; don’t dominate.  Be courteous.  Take notes.  Do any follow-up activities. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 14. CHAPTER 14 SLIDE 14 Before a Conference  Plan carefully.  Determine the location.  Arrange for meeting facilities.  Arrange travel and lodging for presenters.  Design online registration.  Prepare information packets. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 15. CHAPTER 14 SLIDE 15 During a Conference  Run errands and deliver messages.  Solve problems.  Check room and meal arrangements.  Check equipment needs.  Handle other last-minute details. Present a positive image at all times. Handle every situation with poise and confidence. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e
  • 16. CHAPTER 14 SLIDE 16 After a Conference  See all equipment is returned.  Assist with airport transportation.  Prepare letters and expense reports.  Ensure bills are paid.  Help with conference proceedings.  Participate in a post-conference evaluation. © 2013 Cengage Learning. All Rights Reserved. Procedures & Theory for Administrative Professionals, 7e