This document provides guidance on planning, managing, and conducting meetings. It is divided into three main elements: plan and prepare for meetings, conduct meetings, and debrief and follow up on meetings. Key aspects covered include identifying meeting needs, developing agendas, arranging logistics, chairing meetings effectively, encouraging participation, and managing time. Meeting roles such as chairperson and secretary are also defined. The document offers best practices for organizing and leading productive meetings.

1. PLAN, MANAGE AND CONDUCT
MEETINGS
D1.HGE.CL7.08
D1.HGA.CL6.05
Slide 1

2. Subject Elements
This unit comprises three Elements:
 Plan and prepare for meetings
 Conduct meetings
 Debrief and follow up meetings.
Slide 2

3. Assessment
Assessment for this unit may include:
 Oral questions
 Written questions
 Work projects
 Workplace observation of practical skills
 Practical exercises
 Formal report from supervisor.
Slide 3

4. Element 1:
Plan and prepare for meetings
Slide 4

5. Plan and prepare for meetings
Performance Criteria for this Element are:
 Identify the need for meetings and who should attend
 Decide on the style of the meeting and level of
formality required according to meeting purpose,
occasion, nature of participants and enterprise
procedures
 Make arrangements for the meeting in accordance with
organisational requirements and within designated
timelines.
Slide 5

6. Identify customer/guest requirements
Performance Criteria for this Element are:
 Develop an agenda in accordance with the purpose of
the meeting
 Prepare meeting papers and dispatch to participants
before the meeting, where appropriate, and within
appropriate timeframes.
Slide 6

7. Meetings
The term meeting refers to ‘a bringing together’.
 In business terms this generally means bringing
together different people with the common goal of
reaching some type of objective or outcome
 Most businesses will have meetings, using a range of
meeting types and styles
 Regardless of the meeting, it is important that every
meeting has a purpose and provides value.
Slide 7

8. Characteristics of meetings
In essence meetings are planned events, with some form
of structure and purpose are designed to:
 Get people together
 Get alignment towards a specific range of topics
 Provide information
 Brainstorm ideas
(Continued)
Slide 8

9. Characteristics of meetings
 Exchange ideas and thoughts
 Understand the topics discussed
 Reach confirmation and agreement
 Assign accountability and actions
 Decide on further action or strategy.
Slide 9

10. Identify need for meetings
 Every meeting must have a purpose
 There must be a reason to get people together
 The purpose of a meeting must be clear for all
participants.
What are common needs of a meeting?
Slide 10

11. Identify need for meetings
Meetings aim to:
 Inform people and share information about new issues
or developments
 Access new information and exchange information
between participants at the meeting
 Make decisions by using those present to
brainstorm ideas and offer solutions
 Review and monitor existing programs
or project manage new ones.
Slide 11

12. Intention of meetings
The intention of meetings will normally be dictated by the
outcome to be reached including:
 Problem-Solving Meetings
 Decision-Making Meetings
 Planning Meetings
 Feedback or Follows-Up Meetings
 Combination Meetings.
Slide 12

13. Key roles in meetings
In order to achieve those outcomes in an orderly and fair
manner, certain positions or roles are assigned to certain
participants.
Key roles are generally:
 Chairperson
 Secretary
 Treasurer.
Slide 13

14. Key roles in meetings
Chairperson
 It is the chairperson’s responsibility to ensure the
meeting’s purpose is achieved
 There are two ways the Chairperson can attain their
position, they can either be elected or they can be
appointed
 The position is also chosen based on
experience, responsibility or seniority.
Slide 14

15. Key roles in meetings
Chairperson
Some of their key responsibilities include:
 They liaise with the secretary regarding the next
agenda and contribute to its final copy
 They ensure that the minimum number of people are
present so that the meeting can take place
 They open the meeting by welcoming
participants
 They make sure someone is taking the minutes.
Slide 15

16. Key roles in meetings
Chairperson
Attempt to move the meeting along at a timely and orderly pace
by:
 Ensuring speakers direct questions to them
 One person speaks at a time
 Speakers only speak once on a motion
 Speakers remain focused on the topic of discussion
 Make certain that motions are properly moved and seconded
and that is recorded by the minute taker
 Remain objective when someone is stepping out of the
guidelines or not addressing the issue in question
 Set the date, place and time for the next meeting.
Slide 16

17. Key roles in meetings
Secretary
The secretary’s position is integral to the efficient
functioning of a meeting.
Their duties are numerous and their tasks can be broken
down into:
 Before the meeting
 During the meeting
 After the meeting.
Slide 17

18. Key roles in meetings
Secretary
Before the meeting taking place, they will be responsible
for:
 Drawing up the agenda and sending out notices of
meetings
 Preparing items and organising correspondence
 Ensuring there is enough seating.
Slide 18

19. Key roles in meetings
Secretary
During the meeting, they will be responsible for:
 Taking a record of who is present, absent and reading
out apologies for those absent
 Read out the minutes from the previous meetings and
any correspondence as a result of previous minutes
 Take notes and minutes
 Action incoming and outgoing correspondence.
Slide 19

20. Key roles in meetings
Secretary
After the meeting, they will be responsible for:
 Writing up the minutes from the previous meeting notes
 Following up on any correspondence
 Completing any tasks given from the meeting
 Preparing for the next meeting.
Slide 20

21. Key roles in meetings
Treasurer
A treasurer is in charge of ensuring the finances of the
organisation are kept in order.
They must:
 Ensure bills are paid
 Confirm income is deposited into the bank
 Report to the meeting on issues of finance
 Provide participants with an financial position.
Slide 21

22. Participants in meetings
When deciding on the people who are to be invited to a
meeting there are a number of questions that must be
answered.
 Is this person required to play an active role in the
meeting – speak, share information or make a
presentation?
 Are the meeting topics relevant to the person?
 Does the person need to be actually at
the meeting to receive the information
or can it be delivered to them in
another format?
Slide 22

23. Types of meeting
There are many types of meetings, each designed to meet
the requirements of the:
 Persons attending the meeting
 Availability of participants
 Location of the meeting
 Time frame and budget
 Information being presented
 Formality of the meeting.
Slide 23

24. Types of meeting
There are many types of meetings, normally dependent on
who the participants are.
Some different types of meetings include:
 Quick business meetings
 “Stand-up” meetings
 Business meetings.
Slide 24

25. Types of meeting
Some different types of meetings include:
 Staff meetings
 Management Team meetings
 Interdepartmental meetings
 Coordinating meetings
 Board meetings.
Slide 25

26. Types of meeting
Some different types of meetings include:
 Team building meetings
 Project Team meetings
 Creative product development meetings
 Community meetings
 Conferences and Retreats.
Slide 26

27. Styles of meeting
The style of a meeting normally refers to the location or
layout of a meeting.
It is aimed around the level of interaction and passing of
information within the meeting.
Meeting styles will normally include:
 Round table
 Lecture
 Seminar
 Conference.
Slide 27

28. Styles of meeting
Meeting styles will normally include:
 Congress
 Exhibition or trade show
 Workshop
 Training course
 Promotional event
 Telephone conference call
 Video conference.
Slide 28

29. Frequency of meeting
Since a meeting can be held once or often, the meeting
organizer has to determine the repetition and frequency of
occurrence of the meeting.
Frequency of meetings, normally comprise of:
 A one-time meeting
 A recurring meeting
 A series meeting.
Slide 29

30. Formality of meeting
Formality of meetings will normally dictate:
 Attire to be worn at the meeting
 The structure of the meeting
 Style of presentations and information to be given
 Conduct
 Budget and planning
 Catering.
Slide 30

31. Organisational requirements of meetings
Each business will have their own policies and procedures
in relation to:
 When meetings are scheduled
 Who is required to attend
 The style and format
 The required action of participants
 Confidentiality of information.
Slide 31

32. Arrange meetings
 Once the type, style and formality of meeting has been
identified, the arrangements must be made to ensure
the meeting is conducted in a professional and
effective manner
 The aim of arranging meetings is to enable all
participants within the meeting to be able to undertake
their role in a manner that is streamlined, with all
necessary tools at their immediate disposal.
What do you need to arrange for a meeting?
Slide 32

33. Arrange meetings
Activities to be performed when arranging meetings
 Identify meeting leader or organiser
 Identify date, time and location
 Book meeting facility
 Identify budget.
Slide 33

34. Arrange meetings
 Agenda and meeting
information
 Accommodation options
 Transportation
arrangements or options
 Background information on
city or country
 Weather information
 Direction to the venue
Slide 34
 Event schedule
 Names of participants
 Background information on
the company
or topics for discussion
 Dietary requirements.
Prepare information & agenda

35. Arrange meetings
Notify people
 Organisers
 Catering staff
 Participants
 Suppliers
 Meeting room co-coordinator
 Media.
Slide 35

36. Arrange meetings
Arrange venue layout
 Tables and Chairs
 Surrounding furniture
 Stage
 Signage
 Aesthetics.
Slide 36

37. Arrange meetings
Arrange Equipment
 Computers
 Printers
 Scanners
 Photocopiers
 Telephones
 Teleconference equipment
 Video conference equipment.
Slide 37

38. Arrange meetings
Arrange Equipment
 Data Projector and screen
 Audi Speakers
 Internet connection or ‘wifi’
 Microphone (cordless or fixed)
 Microphone stand and speakers
 Whiteboards and electronic whiteboards.
Slide 38

39. Arrange meetings
Arrange Equipment
 Flip charts, large paper sheets and pens
 Lectern including light
 DVD Player and TV screen
 Lighting
 Camera and video player.
Slide 39

40. Arrange meetings
Arrange stationery
 ‘Stationery kit’ which comprises a ruler, pencils, pens,
scissors, highlighters, glue, pins, ‘blue tak’ calculator,
laser pointer, whiteboard markets, eraser, stapler,
staple remover and hole punch
 Pens and pads
 Name badges
 Place settings
 Water glass
 Mints.
Slide 40

41. Arrange meetings
Arrange catering
 Catering staff
 Glassware, crockery and cutlery
 Service area
 Service equipment
 Clothes and trays
 Food
 Timing of meals
 Special requests of dietary requirements
 Menus
 Cash lists, registers and cash float if
items are to be sold.
Slide 41

42. Arrange meetings
Specialised meeting staff
 Welcoming staff
 Meeting organisers
 MC – Master of ceremonies
 Language translator
 Photographer
 Audio and visual expect
 Computer technician
 Catering staff.
Slide 42

43. Develop agenda
 An agenda is simply a list of things to be discussed at a
meeting
 Most agendas take the shape of a one-page document
and are given out to the expected participants, prior to
the meeting
 In informal meetings, quite often the agenda is handed
out prior to the commencement of the meeting.
Slide 43

44. Types of agendas
Informal agenda
An informal agenda may include the following:
 Title stating name of meeting
 Date of meeting
 Time of meeting
 Place of meeting
 Objectives of the meeting
 A list of participants, their title and position
 A list of topics for discussion.
Slide 44

45. Types of agendas
Formal agenda
 The opening stage
 Apologies received – for those who are absent
 A section confirming the acceptance of previous meetings
 Most have a section known as ‘Business
Arising’ from previous meeting
 Correspondence
 General business
 Date for next meeting
 Closing time of meeting.
Slide 45

46. Preparing of agendas
 Contact the Chairperson of the meeting
 Identify topics for discussion at the next meeting
 Note the topics on the agenda
 Confirm all agenda topics and sequence order
 Confirm participants to be invited
 Obtain participant contact details, addresses
and or email numbers so that the agenda
can be distributed prior to the meeting.
Slide 46

47. Preparing meeting papers
The success of a meeting comes down to planning.
As actual meeting times are quite restricted, all
participants must be aware of, in advance:
 The purpose of the meeting
 Any background information
 Topics for discussion
 Their role in the meeting.
Slide 47

48. Preparing meeting papers
Preparing and distributing meeting papers
In order to prepare participants you may be required to:
 Prepare agenda
 Prepare presentations
 Prepare background notes
 Give to staff, suppliers and other
interested parties
 Give to participants.
Slide 48

49. Preparing meeting papers
Confidentiality of information
In many cases, any information that is to be given to
participants, is confidential and not for distribution or viewing
to anyone.
This may include:
 Strategic plans
 Financial information
 Information about customers
 Staff movements
 Salary information
 Operational matters
 Marketing and promotional materials.
Slide 49

50. Element 2:
Conduct meetings
Slide 50

51. Conduct meetings
Performance Criteria for this Element are:
 Chair meetings in accordance with enterprise
procedures and meeting protocols
 Encourage open and constructive communication
 Reach agreement with meeting participants
on meeting goals and conduct
 Present information and ideas clearly
and concisely.
Slide 51

52. Conduct meetings
Performance Criteria for this Element are:
 Give all participants the opportunity to contribute
 Manage meetings to maintain focus on agreed goals
 Conduct meetings within agreed times, or adjust times
with the agreement of participants
 Record the minutes of meetings
accurately, where appropriate.
Slide 52

53. Chair meetings
 Whilst meetings are extremely valuable and effective
avenues in which to share information, make decisions
and agree on strategies that will shape the future
direction of a business
 It is vital that they are well managed
 Most meetings will have a person running it
 This is normally the person who called the meeting in the
first place
 This person will assume the role of the ‘chairperson’
regardless of whether they give themselves the title or not.
Slide 53

54. Chair meetings
The role of the Chairperson
In essence it is their role to ensure:
 The meeting stays on track
 The agreed topics are discussed and auctioned
 All participants have an equal opportunity
to contribute.
Slide 54

55. Chair meetings
By adopting the following concepts, the chairperson can
help to conduct a meeting in an effective manner:
 Be prepared
 Use and follow the agenda
 Keep track of time
 Include people
 Get feedback.
Slide 55

56. Chair meetings
Meeting flow chart
There is a common meeting flow chart that is used to
ensure all aspects of a meeting are covered including:
 Open the meeting
 Apologies
 Minutes of the previous meeting
 Business arising from the minutes.
Slide 56

57. Chair meetings
Meeting flow chart
 Correspondence
 Reports
 General business
 Any other business
 Closing meeting.
Slide 57

58. Opening meetings
 Always start on time and state that sticking to the
agenda and its timeline is important
 Welcome attendees and thank them for their time
 Make introductions
 Clarify your role in the meeting
 Review the agenda
 Allocate someone to take minutes
 Start the meeting in a positive and
enthusiastic manner.
Slide 58

59. Maintaining control
The three most common reason meetings get out of
control are:
 Disagreements and differences of opinion when making
decisions
 Talking about topics that are not relevant
 Spending too much time on a particular
agenda item, at the expense of other items.
Slide 59

60. Open and constructive communication
 Meetings are only as good as the ideas that the
participants bring forward
 Great ideas can come from anyone in an organization,
not just its managers
 It is no point having people attend meetings if there are
not able to express their views, opinions or suggestions
 As the chairperson, it is your role to ensure
everyone is given a fair opportunity to
participate in meetings.
Slide 60

61. Open and constructive communication
Confidentiality
 Many people generally have reservations about being
honest and open if they know what they say is relayed
to others after the meeting
 Critical comments, may be an important aspect of a
meeting topic and the basis for ways to improve
performance
 They are vital to a meeting and should
be encouraged
 Establish a ground rule in relation
to confidentiality.
Slide 61

62. Open and constructive communication
 Meetings are the most common place to address
problems that exist in the workplace
 In order to find a suitable solution, it is important to
understand the causes and why things were said, or
done in a certain way
 Focus on problem, not to lay blame
 Concentrate on facts not emotions
 Focus on finding a solution.
Slide 62

63. Meeting conduct
One of the initial important tasks of a chairperson is to
ensure that all meeting participants understand, accept
and respect the goals of the meeting and conduct that is to
be expected.
 How can you do this?
Slide 63

64. Meeting conduct
Establish ground rules
Four simple ground rules are:
 Allow people to participate
 Focus on the topic
 Maintain momentum
 Try to reach closure.
Slide 64

65. Meeting conduct
Communicating ground rules
In order for people to remember the ground rules the
chairperson may decide to:
 List your primary ground rules on the agenda
 Review them periodically or when new
participants come to meetings
 Keep the ground rules posted
on documents.
Slide 65

66. Meeting conduct
Appropriate behavior
The type of behaviour that should be encouraged includes:
 Listening effectively and actively to others
 Being open to other’s suggestions
 Ensuring that everybody is clear about what is being said
and expected
 Mediating to ensure that amicable solutions
are reached
 Negotiating issues so that all participants
feel a consensus has been reached.
Slide 66

67. Meeting conduct
Inappropriate behavior
The type of behaviour that should be discouraged includes
people who:
 Interrupt
 Domineer proceedings
 Manipulate a group.
Slide 67

68. Present information and ideas clearly
As the meeting commences, each agenda item will be
introduced, discussed and actioned.
Each agenda item must be discussed:
 In a clear and concise manner
 With an agreed outcome
 In the allocated time.
Slide 68

69. Present information and ideas clearly
What is a motion?
 A motion is normally a one-sentence statement that
specifies the issue to be discussed
 After the issue is discussed participants are asked to
vote on it
 These two processes together make a motion.
Slide 69

70. Present information and ideas clearly
Different types of motions
There are two main types of motions:
 Independent
An independent motion will deal specifically with the
business raised at the meeting
 Procedural
These motions generally relate to procedures
as opposed to a direct agenda item.
Slide 70

71. Present information and ideas clearly
Points of order
A point of order can be called when it is thought that the person
speaking is:
 Not adhering to the topic
 Speaking out of turn
 Taking too long to address the point.
Anyone can call a point of order – even
while the person is speaking.
Slide 71

72. Present information and ideas clearly
Amendments
 An amendment is simply an adjustment to a motion, it
needs to be moved and seconded because it is a small
change
 The purpose of amendments is to clarify or improve the
motion.
Slide 72

73. Present information and ideas clearly
Order of debate
 After the motion has been accepted, those people
responsible for moving and seconding the motion are given
the first right of reply in that order
 They can choose to speak or they can decline or they can
‘reserve’ their right to speak
 Then the Chairperson opens up the floor for debate by
asking if anyone else would like to contribute to the
discussion
 If other participants decide to speak then once they have
finished the Chairperson again offers the floor to the mover
by offering them the right to reply.
Slide 73

74. Present information and ideas clearly
Reaching a solution
Where possible, as the Chairperson, you should try to
ensure that:
 All relevant information has been discussed
 Everyone has had the opportunity to contribute their
information, ideas and recommendations
 A solution can be reached.
Slide 74

75. Equal opportunity to contribute
The reason people have been invited to attend a meeting
is because they have something important to contribute.
This contribution could come in the form of:
 Making a presentation
 Providing expert advice
 Providing feedback or suggestion
 Providing criticism
 Providing acceptance and approval.
Slide 75

76. Equal opportunity to contribute
Fair and equitable opportunity to contribute
 Refer to the ground rules, which should include
guidelines on listening and allowing others to speak
 Allocate times for each person to contribute
 Provide small group opportunities that afford more
people the chance to speak
 If a person is constantly interrupting,
whether on purpose or unintentionally,
handle the situation in private.
Slide 76

77. Maintain focus in meetings
In essence a meeting is a ‘controlled conversation with a
purpose’.
Many meetings can go off-course due to:
 Topics taking longer to discuss
 Differences of opinion being discussed and
debated for longer than expected
 New topics introduced.
Slide 77

78. Maintain focus in meetings
Common deviations away from meeting focus
Social conversations:
 Topics that are of a social nature or not relevant to the
meeting should be stopped in an appropriate manner
 Quite often they can be discussed before a meeting
commences or after a meeting concludes.
Slide 78

79. Maintain focus in meetings
Common deviations away from meeting focus
Reaching a decision:
A common decision making strategy could include:
 Define the problem or situation
 Define criteria to submit information or input
 Generate alternatives
 Evaluate alternatives
 Vote or seek agreement on a course of action
 Construct a strategy or implementation plan
 Allocate or assign tasks to relevant participants.
Slide 79

80. Maintain focus in meetings
Common deviations away from meeting focus
Presentations taking too long
It is not uncommon that a person making a presentation
takes a lot longer than anticipated.
Solutions include:
 A formal or friendly reminder
 Use of ‘time remaining’ cards
 Clock or timer depicting end of scheduled time.
Slide 80

81. Maintain focus in meetings
Common deviations away from meeting focus
Differences of opinion
You may wish to:
 Identify a time frame for discussion before a decision is
made or voted on
 Allocate a specific time period for each person to
contribute
 Direct the conversation, by dictating questions to specific
people to either deviate discussions away from
domineering participants or to involve passive people.
Slide 81

82. Maintain focus in meetings
Common deviations away from meeting focus
New topics introduced
The options to take include:
 Allow discussion of the new topic
 Table it for discussion at the end of the meeting in
‘other business’ if time allows
 Table it for discussion in a new meeting.
Slide 82

83. Conduct meetings within timelines
 It is important that the original meeting topics, as
identified in the agenda, be introduced, discussed and
acted upon within the predetermined time frame
 One of the most difficult tasks a Chairperson has is
time management.
Slide 83

84. Conduct meetings within timelines
Time management techniques
 Only include items that are required in meetings
 Allocate tasks to be completed before meetings
 Start on time and end on time
 Allocate and notify times
 Ask participants to help with time management
 Allow time to decide
 Allocate to new meeting.
Slide 84

85. Closing meetings
When closing a meeting:
 Thank the participants for their time and valuable
contributions
 Summarise the meeting topics
 Review actions and assignments
 Clarify that meeting minutes or actions will be reported.
Explain the process
 Set the time for the next meeting and ask
each person if they can make it or not
 Try to end on a positive note
 Always end meetings on time.
Slide 85

86. Record minutes of meetings
 One of the key requirements of any meeting is to
record minutes
 Minutes are a written record of what was discussed,
agreed and actioned
 They provide participants with a tangible record of
events resulting from the meeting.
In essence minutes can be likened to a
photocopy of the meeting.
Slide 86

87. Record minutes of meetings
Informal minutes
A very informal meeting may only include the following:
 Outcomes or conclusions reached
 A list of intended actions
 The name of person responsible for
that action
 A brief dot point of items that
remains unresolved.
Slide 87

88. Record minutes of meetings
Formal minutes
In contrast to these, informal minutes, detailed minutes
should include the following:
 Date, time and location of the meeting
 Objectives of the meeting
 List of participants
 Items discussed, comments, person’s name
and what they said.
Slide 88

89. Record minutes of meetings
Formal minutes
 Names and types of votes
 Outcome of votes
 List of assigned tasks will appear
 Expected results and a timeline
 List items that were not discussed
and reasoning.
Slide 89

90. Record minutes of meetings
Verify minutes
 Minutes of the meeting are often taken by a different
person, than the Chairperson
 Check for accuracy
 Check against personal notes taken
 Discuss differences with note taker
 To ensure accuracy, confirm minute meetings
with another participant at the meeting.
Slide 90

91. Element 3:
Debrief and follow up meetings
Slide 91

92. Debrief and follow up after meetings
Performance Criteria for this Element are:
 Process and distribute documentation from meetings
 Inform colleagues regarding the outcomes of meetings
 Incorporate work resulting from meetings into the
current work schedule with tasks and actions
prioritized, as appropriate.
Slide 92

93. Process and distribute documentation
 Once the meeting has finished it is important to ensure
the momentum gained during the meeting doesn’t
diminish once the meeting is over
 It is important to keep the momentum strong, especially
in the immediate aftermath of the meeting
 The discussions and agreed solutions are still fresh in
everyone’s mind.
Slide 93

94. Process and distribute documentation
Process documents
Documents that need to be prepared include:
 Minutes of the meeting
 Copies of presentations
 Copies of background information
 Course of action and responsibilities
 New information to help participants
achieve allocated actions
 Agenda for next meeting.
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95. Process and distribute documentation
Distributing documentation
The most common methods to distribute documentation
include:
 Delivered personally
 Email
 Internal mail
 Courier.
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96. Process and distribute documentation
Acknowledge receipt of documentation
Regardless of the method chosen to send documents, it is
important that the sender follows up to ensure:
 The documents have been received by the correct
person
 The person understands what is required of them.
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97. Inform colleagues of meeting outcomes
Meetings normally incorporate key decision makers,
including managers and supervisors, of:
 A department
 An outlet of a department
 An area of responsibility not contained
within its own department
 An activity.
Not everyone is invited to a meeting.
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98. Inform colleagues of meeting outcomes
 Meetings normally just include just key decision makers
as it would be impractical or poor time management to
have all staff at every meeting
 Therefore any information or actions that are
discussed or agreed within meetings, that impact the
operations and the way staff conduct their activities,
must be communicated in a timely manner.
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99. Inform colleagues of meeting outcomes
Types of information
There are endless types of information that must be
communicated to staff, through managers and supervisors,
including:
 Upcoming events
 Customer information
 New policies and procedures
 New products and services
 Customer comments
 Staff movements
 Operational issues.
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100. Inform colleagues of meeting outcomes
Types of action
Whilst most communication required to be known by other
managers, supervisors and staff is information, at times there
are direct actions that need to be taken, either:
 Directly by management or supervisors
 Through staff in consultation and direction
by management and supervisors.
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101. Inform colleagues of meeting outcomes
Types of action
Some types of action that must be communicated for
implementation include:
 Conduct research
 Prepare a presentation
 Prepare a strategy or action plan
 Implement action
 Act on information.
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102. Incorporate into work
Implement information and actions
When implementing information or actions it is essential that
the person who will be doing the implementing have the
necessary resources to do so successfully, including:
 Responsibility
 Notification to others of that person’s duties or level of
responsibility and authority.
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103. Incorporate into work
Implement information and actions
 Accurate instruction
 Adequate training
 Necessary resources
 Sufficient time
 Constant feedback and communication.
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104. Incorporate into work
Monitor information and actions
When any information or action requires incorporation in the
workplace, it is essential that management constantly monitor
to ensure that it takes place:
 In its intended method
 To achieve the intended outcomes
 Bring about a positive and beneficial
impact on operations.
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105. Incorporate into work
Obtaining feedback from staff
It is even more important to get feedback from those actually
implementing the changes to:
 See how improvements can be made
 Monitor success
 Provide support and commitment.
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106. Incorporate into work
Report information and actions
 More often than not, managers are required to report back
any progress or feedback relating to any new actions or
information incorporated into the workplace
 By undertaking constant monitoring and collecting valuable
feedback from staff, the information to be
prepared and presented in the next
meeting will be very valuable.
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107. Conclusion
In this subject we have explored all the steps involved in:
 Preparing for a meeting
 Conducting a meeting
 Communicating meting information
 Implementing activities resulting from meetings.
Meetings are a very important aspect of all
businesses and when used correctly, is the
greatest avenue to share information and to
develop plans for business success.
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