Business Meetings

You Should Consider

Calling a Meeting Informational Suggested-
Call Meetings
to: Meetings Solution Meetings to:

Talk about Explain plans Build morale.

goals Gather opinions Problem-Solving
and programs
Meetings
Reach a Train people Keep things Tell people what they're
consensus moving? supposed to do and how
they're to do it.
Listen to Discover or
reports solve problems Plan for a Meeting
Consider the
problem and
Solve a Problem in a determine your
Take Care of
Meeting purpose.
Physical
List possible Decide Who Arrangements
solutions Tell those responsible Should
Participate Announce an
for making the solution
Agenda
succeed Arrange for a
Meeting Time, Coordinate Details
Evaluate Determine a Date, and Place at the Meeting Site
suggested course of action
solutions
Business Reports
Analytical Reports
Solving Problems Three-Step Writing Process

Planning Completing
Trouble Justification
Problem-Solving Business Shooting Reports Writing
Reports Proposals Reports
Feasibility Audience
Reports Channel
Sources of Primary Purpose
Information Business Information Medium

on the Internet
Documents Experiments
Internet News Effective Surveys
Observations Public Library Release Sites
Ask One Thing
Finding Information Provide Clear At a Time
in the Library Company Instructions
Websites
Avoid Leading
Directories Questions
Business
Books Seek Easy-to-
Statistical Analyze Use Short
Resource Answers Questionnaires
Electronic
Databases Government Pretest
Publications Questionnaires
Newspapers Periodicals
 Focus for Effective
Barriers to Effective Interviews Closing the
Interviews Interview
Interview
Objective
DIFFERING CONFUSING FACTS
INTENTION WITH INFERENCES
INTERVIEWS Location of Phrasing—open/closed
Interview primary/secondary
Types Specific
BIAS neutral/directed
Interviews
Opening Statements
NONVERBAL ORGANIZA-
TIONAL STATUS Questioning Question Sequence
FIRST EMPLOYMENT PERFORMANCE Strategy
IMPRESSIONS REVIEW

Performance
Employment Interview Interviews
Guidelines

Types Planning
Job Requirements
Legal Concerns Development for
high-performing, Timing Content
high potential
Time and Timing Applicant employees. Environment
Preview Remedial
Maintenance

The Employment Providing Feedback

Interview Process
Use appropriate Identify, specific Give feedback to help
questioning Keep records concrete behaviors employee, not stroke your
strategy ego
Provide feedback closely
Let interviewee talk Avoid inferences about after observation
(70% of time) motives, intents and feelings,
Ask clear unless you can cite specifics Focus on a limited
questions Avoid premature number of observable
decisions behaviors

E-mail Communication

Individual User E-mail Issues

OOPS I Sent It

Missing/poor Visual cues

Subject line
No visual cues
Emotive Forwarding
Weak structure/
Organization Paper trail
Getting too
Too much information fancy
Copying the world

No attachments Unusable
attachments Sloppy
work
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