The document provides guidance on conducting effective meetings in 3 parts. Part 1 discusses conducting the meeting by being prepared, leading the discussion, confirming action items, and scheduling the next meeting. Part 2 reviews preparing for the meeting by deciding roles, coordinating schedules, preparing the agenda, and setting meeting rules. Part 3 offers tips for being an effective chairperson such as focusing discussion, highlighting key points, assisting with notes, and providing a summary. The overall document stresses the importance of organization and leadership to ensure meetings are productive.
Learn how to run meetings that produce results every time.
1. Use Foundation Tools to Set the Stage for Success.
2. Proactively Manage the Three Meeting Phases.
3. Keep Participants Engaged and Accountable.
In our meetings, it is not only about talking, it is also about being productive. To complement our effective meetings, we understand the importance of having a set of awesome meeting minutes to work out our action plans better. Here is a guide on how we take effective meeting minutes in Titansoft!
Attending numerous meetings is a quotidian activity for most professionals. But the major question is how effective are they to solve our problems or achieve the goals we intend to reach? Let's have some insights about the topic in hand while learning about the facts and figures along with ways to use the powerful tool of meeting efficiently !!
Do you think all meetings are painful, time wasting, poorly run and unproductive torture sessions? If you hate meetings, you’re not alone. Practically everyone does, and although businesses have to run meetings, very often, meetings run businesses. More than just a drag, bad meetings can have a tremendous negative impact on productivity and the bottom line. Running productive meetings is a direct reflection of your leadership skills. Here are few tips that will help you run effective meetings without wasting time & energy.
Learn how to run meetings that produce results every time.
1. Use Foundation Tools to Set the Stage for Success.
2. Proactively Manage the Three Meeting Phases.
3. Keep Participants Engaged and Accountable.
In our meetings, it is not only about talking, it is also about being productive. To complement our effective meetings, we understand the importance of having a set of awesome meeting minutes to work out our action plans better. Here is a guide on how we take effective meeting minutes in Titansoft!
Attending numerous meetings is a quotidian activity for most professionals. But the major question is how effective are they to solve our problems or achieve the goals we intend to reach? Let's have some insights about the topic in hand while learning about the facts and figures along with ways to use the powerful tool of meeting efficiently !!
Do you think all meetings are painful, time wasting, poorly run and unproductive torture sessions? If you hate meetings, you’re not alone. Practically everyone does, and although businesses have to run meetings, very often, meetings run businesses. More than just a drag, bad meetings can have a tremendous negative impact on productivity and the bottom line. Running productive meetings is a direct reflection of your leadership skills. Here are few tips that will help you run effective meetings without wasting time & energy.
Presentasi Manajemen Rapat yang Efektif Oleh Bpk. Arif Nugroho, yang disampaikan saat acara Pelatihan Dasar Kepemimpinan Mahasiswa Perguruan Tinggi Pertiwi 18 Oktober 2014.
http://kampus-pertiwi.blogspot.com/
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
3. CONDUCTING A MEETING
1.Be prepared
2.Lead the meeting
3.Confirm an action plan
4.Stay on topic
5.Schedule the next
meeting
4. PREPARING FOR A MEETING
1. Decide who the chairperson is going
to be
2. Ask the speakers to participate
3. Coordinate schedules
4. Prepare agenda
5. Establish meeting rules
6. Set time frames
7. Circulate the agenda
8. Send out reminders
5. BEING AN EFFECTIVE CHAIRPERSON
1.Be a leader
2.Indicate progress and the lack of
progress
3.Refocus discussion that has wandered
off the point
4.Transition between points effectively
5.Highlight important points
6.Assist with note taking if necessary
7.Clarify any misunderstanding
8.Offer a comprehensive summary at the
end of meetings
6. • Running an effective meeting
is crucial to the function of
any company or organization.
• It presents an opportunity to
organize, share information,
collaborate with diverse team
members, and tackle
objectives efficiently.
10. 1. BE PREPARED
Make sure that you have the
agenda on hand, a sense of
what key points need to be
emphasized, and a grasp on the
outcomes that need to be
reinforced before the meeting
ends.
11. Show up on time.
Workplace perception matters. If
you show up to meetings 15
minutes early, people will
assume that you lack
productivity or are using the
meeting to take time away from
other tasks.
12. • Have a copy of the agenda on
hand. While most things are
digital these days, sometimes
the best thing to do is print off
a copy of the agenda so you
can take quick notes as
needed.
14. This means taking steps to
ensure all agenda business
is resolved and all voices
are heard. Below are
suggestions to assist with
this:
15. • Do roll call. Meetings are a means of
efficiently disseminating information to a
group and also permitting discussion to
ensure all persons understand their role in
the expected outcomes.
Doing roll call ensures that you know who is not in
the meeting so they can be approached later and
filled in. It also demonstrates that you are serious
about the information in the meeting.
16. • Review the agenda. This helps
participants focus their attention
and understand what will be
required of them. Many people
attend meetings one after the
other and providing an advance
organizer can be helpful to focus.
18. An action plan is an ending summary
that confirms what actions must
follow the meeting. It also presents
a plan for going forward that
impacts all meeting members.
Below are some suggestions for
creating an action plan:
19. Ensure every objective has a “point
person”: The point person is not
expected to complete the objective
personally; instead, they function
as a project manager who connects
the people who need to be involved
and makes the necessary
resources available.
20. Assign progress reports: These
can be formal or informal, but
the idea is that the person on
point knows to check in after a
certain period of time to confirm
progress on deliverables.
24. By scheduling a meeting while you
have everyone present, it ensures
that they can respond immediately
with schedule conflicts.
Additionally, it also means that
your meeting will be scheduled as
far in advance as possible,
preventing conflicts with other
meetings.
25. Collect agenda items via email.
When the meeting ends, indicate
that you will use the current
agenda as a draft for the next
meeting and encourage meeting
attendees to send agenda items to
you that are pertinent to existing
objectives.
29. 1. DECIDE WHO THE
CHAIRPERSON IS GOING TO BE
This role typically falls to
managers; however, a great way
to create leadership opportunities
for up and coming team members
is assigning them to the role of
chairing departmental meetings.
31. Speakers are typically the point
personnel for individual objectives.
They have been organizing people
and resources to get the job done
and can describe the process and
outcomes most effectively. They can
also voice concerns over
unanticipated difficulties and the
need for more resources.
33. Schedule meetings to
accommodate availability and
realistic limitations. For
example, while everyone may
be available late-afternoon on a
Friday, it may not be the best
time to discuss challenging
issues.
34. If not everyone can make the
meeting, assess who the key
players are for the project,
ensuring the meeting matches their
respective schedules.
Delegate note-taking and ensure
the meeting details are
disseminated to those who could
not attend.
35.
36. 4. PREPARE AN AGENDA
An agenda should, at
minimum, set a topic list,
delegate presentation
duties, and set the time
devoted to each agenda
item. Below are some
helpful suggestions for
crafting a meeting agenda:
37. Ask for suggestions. Email is a good source
for this, because you can get requests in
writing. Accept agenda suggestions up to
two days before the meeting.
Summarize all agenda requests into an a
table with columns for topic, speaker, and
time allotted. If certain requests are afield of
the general theme, contact the person and
suggest the request be turned into a
separate memo, or discussed at a future
meeting.
38. Be realistic. Don’t try to cram 30
minutes worth of description
and discussion into 15
minutes. Instead, over
schedule time for meetings
and end early if necessary.
40. This doesn't have to be
formal or punitive but it's
helpful to suggest
protocol to ensure the
meeting goes smoothly
and everyone gets to
share their insights.
41. This can be done at the beginning
of the meeting. Simply state "In the
interest of time, hold questions and
comments until after each speaker
has presented. If we don't get to
your comment during the allotted
discussion time, email me later and
we can talk."
45. Take responsibility for
communication in the meeting.
Ensure it meets all agenda
objectives. Delegate relevant
leadership responsibilities to
speakers who have a role in the
meeting. Demonstrate
participation in all stages of the
discussion.[7]
47. If this meeting addresses an ongoing
series of objectives, mention where
progress has occurred and who was
responsible for it.
If there are objectives that had not
progressed since the last meeting,
address why.
If this is due to lack of time or resources,
talk to the point person about how to
address this, potentially outside the
meeting itself.
49. There are times when
enthusiasm or frustration can
push discussions off course.
Stay attentive and be sure to
bring off-point discussion back
into line with the goals of the
agenda. Below are some
suggested approaches:
50. Frame the meeting as a "fact
gathering mission": When we do
this, it implies that everyone
needs to be heard in order to
accumulate as much information
as possible. This can encourage
meeting monopolizes to wait their
turn.
51. Try Cyberstorming:
Cyberstorming uses electronic
chat or forum structure to share
ideas and can be harnessed for the
purpose of informal meetings.
Since everything that is entered
can be seen by all other team
members, it removes the
competition regarding who gets
heard.
52. Neutralize rambling: If someone is
rambling, say "That's a good point,
Bob, and I'm glad you brought it up.
Let's talk about that later, ok." Many
times people don't realize that they
are rambling, but if the point is
important enough to them, they will
come to you independently to talk at
greater length.
53. Control tangents:
Sometimes the problem is not that an
individual goes on too long but that they
attempt to re-focus the discussion on
extraneous point outside the agenda.
When this happens, acknowledge what is
being said and offer to add the discussion
points to the next meeting agenda, but
remain firm that the meeting has to move
on to the stated objectives.
54. Have a one-on-one.
Have a conversation with the
monopolize about what happened. Do
this privately. Be sure to take a tone of
concern, rather than annoyance. Be
sure to focus on what you observed
and offer opportunity for the other
person to explain their response.
Offer to help this person prevent
monopolizing in the future.
56. Be assertive when maintaining time
constraints. This doesn’t mean be
rude; however, it does mean letting
people know that the meeting is
moving on and that they can
continue their current discussion
with relevant parties after the
meeting.
57. Don't steam roll: Although it is
important to keep the meeting on
track, it can be counterproductive
to more too quickly between
agenda items. Before moving on,
always ask for questions or
concerns. Make sure that the team
is on board and ready to move
ahead with you, rather than being
left behind.
59. Key objectives need to be
emphasized, and their
relationship to less critical
objectives emphasizes.
Help members of the meeting
understand the scope of the project
and how each individual part is an
important piece in a much more
important whole.
61. There is usually someone
tasked with note taking in
each meeting; however, if
they become
overwhelmed, it is the job
of the leader to step in and
task him or herself.
62.
63. At the end of each point, the meeting
leader offers a summary that
attendees can take away from the
meeting. These end cap summaries
also present an opportunity for
people to chime in when they are
unclear on something.
As the meeting leader, be prepared to
explain detailed ideas for team
members to understand.
64. 8. OFFER A COMPREHENSIVE SUMMARY
AT THE END OF MEETINGS.
65. Decisive leadership avoids
stagnation and vacillation,
keeping workers on task and
motivated, while also
behaving responsively to
change and new
information. Below are the
features of decisive
leadership:
66. Clarity of purpose: Ensures
alignment of all decisions with
organizational goals and ethics.
67. Engagement: Allows leaders to live by
example, embodying engagement with
company values that allows for
effective, efficient decision making.
Transparency: Does not permit self-
interest. Instead, demonstrates how
decisions for the good of the company
help everyone flourish.
68. Creating a culture of honest failure: Honest
failures are learning points that act as
springboards to better decision making.
Decisive leadership embraces those times
when mistakes are made.
69. Open and effective
communication: Alignment with
company values ensures that,
where communicating upward
into senior management or
down the hierarchy to managed
employees, there is no
inconsistency or contradiction.