IEN 312 week 10
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This document provides guidance on how to effectively close a meeting and write meeting minutes. It discusses summarizing the key conclusions at the end of a meeting, asking for additional input, and scheduling follow-up meetings. It then outlines the purpose and essential components of effective meeting minutes, including what topics were discussed, decisions made, and action items agreed upon. Finally, it provides suggestions for writing minutes, such as doing so soon after the meeting, focusing on decisions rather than discussions, and using consistent language and tense throughout.
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An evaluation questionnaire was completed by 16 participants after the first meeting of a Turkey-based project. Overall, respondents felt that: 1) the atmosphere during the meeting was positive, with open discussion and participation from partners; 2) the meeting preparation and organization was satisfactory; and 3) responsibilities and tasks were clearly communicated. Some comments noted that future meetings could allow more free time after lunch and include a wider variety of food options.
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5 things you may think curious in business meeting with japanese
The document discusses 5 things that may seem curious to foreigners in business meetings with Japanese people. These include: 1) silence from Japanese participants generally indicates agreement rather than objection; 2) Japanese participants rarely ask questions in meetings due to shyness; 3) many stakeholders tend to attend Japanese meetings; 4) "nemawashi" refers to building internal consensus before meetings; and 5) the phrase "mochikaeri kento shimasu" means the Japanese side will need more time for internal discussion before deciding. The conclusion urges understanding of differences from global standards when meeting with Japanese business counterparts.
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This document provides guidance on how to effectively record meeting minutes. It emphasizes that minutes should capture the key decisions made and actions assigned, not serve as a verbatim transcript. It outlines best practices for preparing before a meeting, taking notes during, and finalizing afterwards. The before section suggests creating a template, gathering attendee lists and meeting context. During, focus on understanding discussions rather than verbatim notes. Afterwards, clarify any unclear items, type up the minutes using the template, and have the meeting lead review. The overall goal is to create an objective record of outcomes for future reference.
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The document provides information on how to structure and conduct an effective panel discussion. It outlines the key roles of the moderator and panelists. The moderator acts as a facilitator, timekeeper, and neutral party who guides the discussion and keeps it on track. The moderator introduces the topic and panelists, asks questions, and summarizes discussions. Panelists are prepared to speak on their area of expertise, disagree diplomatically, and keep their presentations short. The format involves panelist presentations followed by moderator-directed and audience questions. Effective preparation involves collaborating on discussion points using a shared document. Sample topics for the panel are also provided.
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The evaluation questionnaire for the first meeting of the Turkey project received 17 responses. The majority of respondents felt that partners participated democratically in discussions and decisions. Most also felt there were enough breaks for informal exchanges. Over 75% of respondents understood over 75% of the content during the meeting. While responsibilities and tasks were clear for most, some felt they were not very clear. Overall the meeting was well organized with clear preparation, though some felt the food could have included less Turkish specialties and been less spicy.
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A good podcast requires passion for the topic, good equipment, editing, guests, preparation, and having fun. The document provides tips for podcasters such as knowing what to discuss in advance, researching guests, practicing speaking and asking questions, keeping recordings concise by removing filler words and waffling, and using proper equipment and software for high audio quality. Podcasters should get comfortable on the microphone and with their co-hosts before recording to ensure a natural flow.
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An evaluation questionnaire was completed by 16 participants after the first meeting of a Turkey-based project. Overall, respondents felt that: 1) the atmosphere during the meeting was positive, with open discussion and participation from partners; 2) the meeting preparation and organization was satisfactory; and 3) responsibilities and tasks were clearly communicated. Some comments noted that future meetings could allow more free time after lunch and include a wider variety of food options.
Facilitating effective meetings
This document provides guidance on facilitating effective team meetings. It recommends setting a clear goal for the meeting, preparing questions to ensure all attendees are ready, and making every meeting meaningful or avoiding unnecessary meetings. It also suggests using a meeting invitation template to identify relevant topics and a "parking lot" for topics outside the agenda. The document outlines different types of meetings and adjusting the agenda accordingly. Finally, it discusses assigning roles like timekeeper and notetaker, and setting rules to provide structure and expectations for attendees.
5 things you may think curious in business meeting with japanese
The document discusses 5 things that may seem curious to foreigners in business meetings with Japanese people. These include: 1) silence from Japanese participants generally indicates agreement rather than objection; 2) Japanese participants rarely ask questions in meetings due to shyness; 3) many stakeholders tend to attend Japanese meetings; 4) "nemawashi" refers to building internal consensus before meetings; and 5) the phrase "mochikaeri kento shimasu" means the Japanese side will need more time for internal discussion before deciding. The conclusion urges understanding of differences from global standards when meeting with Japanese business counterparts.
Effective meeting plan
This document provides guidance on how to effectively record meeting minutes. It emphasizes that minutes should capture the key decisions made and actions assigned, not serve as a verbatim transcript. It outlines best practices for preparing before a meeting, taking notes during, and finalizing afterwards. The before section suggests creating a template, gathering attendee lists and meeting context. During, focus on understanding discussions rather than verbatim notes. Afterwards, clarify any unclear items, type up the minutes using the template, and have the meeting lead review. The overall goal is to create an objective record of outcomes for future reference.
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The document provides information on how to structure and conduct an effective panel discussion. It outlines the key roles of the moderator and panelists. The moderator acts as a facilitator, timekeeper, and neutral party who guides the discussion and keeps it on track. The moderator introduces the topic and panelists, asks questions, and summarizes discussions. Panelists are prepared to speak on their area of expertise, disagree diplomatically, and keep their presentations short. The format involves panelist presentations followed by moderator-directed and audience questions. Effective preparation involves collaborating on discussion points using a shared document. Sample topics for the panel are also provided.
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The evaluation questionnaire for the first meeting of the Turkey project received 17 responses. The majority of respondents felt that partners participated democratically in discussions and decisions. Most also felt there were enough breaks for informal exchanges. Over 75% of respondents understood over 75% of the content during the meeting. While responsibilities and tasks were clear for most, some felt they were not very clear. Overall the meeting was well organized with clear preparation, though some felt the food could have included less Turkish specialties and been less spicy.
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This document provides tips for developing successful meetings. It recommends giving equal time to discuss each topic on the agenda, allowing everyone to express their ideas, and having firm control of discussions. Additional tips include making a list of topics to discuss and allotting precise time limits for each. Strong leadership and control are important to keep meetings on track and solve problems efficiently.
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Dear Mr. Smith,
I am writing to confirm the details of our upcoming meeting to discuss the Johnson project. As we discussed during our phone call earlier today, I have attached the latest market research report for your review prior to our meeting.
I would like to propose meeting at your office on Tuesday, July 14th at 2:00pm. At this meeting, I will provide an overview of the work we have completed so far on the initial design phase. We will also discuss next steps and the additional tasks needed to complete the project on schedule.
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Dear Mr. Smith,
I am writing to confirm the details of our upcoming meeting to discuss the Johnson project. As we discussed during our phone call earlier today, I have attached the latest market research report for your review prior to our meeting.
I would like to propose meeting at your office on Tuesday, July 14th at 2:00pm. At this meeting, I will provide an overview of the work we have completed so far on the initial design phase. We will also discuss next steps and the additional tasks needed to complete the project on schedule.
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This document provides guidance on effective communication and networking for business meetings. It discusses planning meetings, getting participants involved, commenting positively, and practicing meeting planning. For networking, it emphasizes being interested in others, being positive, and making yourself interesting. Specific tips are provided for starting conversations, asking questions, introducing people, and leaving conversations. The document concludes with practicing networking skills at a hypothetical trade fair.
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1. Contrast informal and formal situations where discourse markers are used and have participants match them.
2. Have participants classify discourse markers into categories and rearrange them in a model communication sequence.
3. Assign teams to create a formal situation and practice it as a business meeting conversation using infographics hosted in the Cloud.
The goal is to help adult English language learners and STEM students expand their vocabulary and boost fluency by practicing the use of discourse markers in semiformal and formal contexts like business meetings. Mobile apps and Cloud resources will be used during the workshop.
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2) Details the SMART framework for setting objectives - objectives should be specific, measurable, achievable, relevant, and time-based.
3) Guidelines for providing positive and improvement feedback using the SITS and SIPS models, emphasizing the need for specific, impactful, and solution-oriented feedback.
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IEN 312 week 10
- 1. IEN 312 ENGLISH FOR BUSINESS MEETINGS A.Warisa Suksomboon Week 10
- 2. Closing the meeting • “OK, everyone, I think we can stop there – it‟s nearly • • • • • • twelve o‟clock. I‟d like to sum up. There are three main conclusions from the meeting. First, ….. . Secondly, …. . And finally, …… .” OK, that brings us to the end of all the items on the agenda. Are there any other points that anyone wants to make? What about another meeting? Is Nov 14 OK for everybody? Thanks a lot for your input, everyone. I look forward to seeing you again at the next videoconference.
- 3. Minutes • Written as an accurate record of what took place and what decisions were taken. • Meeting Minutes are useful because people can easily forget what decided at a meeting if nothing written down. • In some cases, meeting minutes can act as a reference point.
- 4. Essential Questions • What is the purpose of minutes? • Who writes the minutes? • What do the minutes contain?
- 5. Be sure your minutes answer these questions. • When was the meeting? • Who attended? • Who did not attend? (Include this information if it matters.) • What topics were discussed? • What was decided? • What actions were agreed upon? • Who is to complete the actions, by when? • Were materials distributed at the meeting? • Is there anything special the reader of the minutes should know or do? • Is a follow-up meeting scheduled? If so, when? where? why?
- 6. Writing Meeting Minutes • Minutes of the …. Meeting • Date/time • Venue • Present • Apologies • Minutes of previous meeting • Documents/handouts • Matters arising • Topics • Decisions (next steps/voting outcomes/motions taken or rejected) • Action points (responsible/deadline) • Next meeting (date/time/venue/objective)
- 7. Suggestions • Write minutes soon after the meeting ends. • Don‟t skip writing minutes just because everybody • • • • • attended. Record topics discussed, decision made, and action items. Don‟t describe all the „he said, she said‟ details. Use positive language. Avoid using some negative words like „angry‟ or „aggressive‟, but use „lively‟ or „energetic‟. Avoid personal observations. The fewer adjectives or adverbs you use, the better. Edit to ensure clarity. Write in the same tense throughout.
- 8. Case Study • Work in a group of 3-4 • Use the Toby Training template to write the minutes of the meeting from Unit 10 (Track 25)