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MULTIMEDIA COLLEGE

CHAPTER 8

MEETING

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Definition:
Websters Dictionary defines the word meeting as an act or process coming together; an assembly for a common purpose.

From the Wikipedia, the free encyclopedia:


two or more people come together for the purpose of discussing a (usually) predetermined topic, often in a formalized setting.
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Audit Commission Report:


a meeting can be defined as a business or professionally oriented gathering of two or more people.
There are literally as many kinds of meeting as there are kinds of people who attend them. But the basic rules of good management can be applied to every meeting whether it is a sales, staff, negotiation, board or other type of meeting, the fundamental principles are the same. The same rules apply to the organizer, chairperson or straightforward participant: t is merely their roles that are different.
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Functions of the Meeting


Rapid decision making Dissemination information

Internal changes
Exchange of ideas and experiences Developing teamwork

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Why Meetings Fail!


The meeting was unnecessary The purpose of the meeting was not clear The meeting was badly planned and unprepared The meeting was disrupted The wrong people were present-and the right people were absent The chairperson was not adequately equip with skills Nothing was decided
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The Perfect Meetings-Preliminary Checklist Purpose-all participants know and understand the purpose of the Meeting and its desired outcomes.

Agenda-the framework upon which the meeting rests,


organized to achieve the purpose and outcomes of the meeting. Participants-those with insights or expertise are invited to attend, along with those who have the authority to implement

agreed action. They come prepared, understand their roles and


are able to make contribution in an open, positive way. Agreed action-before the meeting is over the chairperson should summarize clearly what has been achieved and agree.

Follow-up-the meeting secretary records all the decisions and


action points in the minutes, so that everyone can easily see what they are required to contribute to the agreed action from the meeting.
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TYPES OF MEETING Falls into 4 categories: Informative/Advisory - both to give and receive info and thereby to keep in touch - to coordinate activities - to record progress towards stated goals

Consultative - resolving objections - involving people in change or a new course of action - simply to get to know people, as a means of fostering greater understanding between colleagues
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TYPES OF MEETING Falls into 4 categories: Problem-solving - to create idea - to identify alternative courses of action - to initiate that action - to share responsibility Negotiating - to create an agreement or contract - to find the best solution, quite often a mutually agreeable compromise
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WHAT MAKES MEETING PERFECT?


Purpose all members know and understand the purpose of the meeting and its desired outcomes. Agenda the framework upon which the meeting rests, organised to achieve the purpose and outcomes of the meeting. Participants those with insights or expertise are invited to Attend, along with those who have the authority to implement Agreed action. Chairperson the chairperson guides the discussion with reference to the agenda, accommodating the varying needs and sensitiveness of those present and keeping the meeting heading in the direction of the desired outcome.
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WHAT MAKES MEETING PERFECT?

Agreed action before the meeting is over the chairperson should summarize clearly what has been achieved and agreed.
Follow-up the meeting secretary records all the decisions and action points in the minutes, so that everyone can easily see what they are required to contribute to the agreed action from the meeting.

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PLANNING FOR A MEETING

Who should attend?


The following people Those with information to give to the meeting Those who will gather useful info from the meeting Those with expertise to contribute to the meeting Those who, for the sake of office protocol, need to be invited Those who maybe able to provide balance in areas of instability or conflicts Those who are empowered to implement any actions agreed

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SETTING THE AGENDA

The agenda has many functions:


It can communicate certain expectations to everyone involved, well in advance of the meeting. Later it will act as a script, or mechanism, via which the chairperson can steer the meeting. Ultimately, it will also serve as a standard or measure of success.

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CREATING AN AFFECTIVE AGENDA

Consider carefully who should attend. Cover a few major points or issues which have a common threat. Structure the agenda carefully, but loosely, to allow scope for discussion. Try not to focus on problems, but to look at the opportunities for improvement they represent keep positive. Be specific about time allocated to each issue or topic.
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AGENDA SEQUENCE

A logical order. Routine items. Any special factors in this particular meeting. Any difficult or contentious items. The balance between urgent and important topics.

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AGENDA FOR FORMAL MEETING

Title, date, time and place of the meeting. Apologies for absence. Minutes of the previous meeting. Matters arising from the previous meeting. Other items to be discussed and decided. Any other business. Date, time and place of the next meeting.

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BEFORE THE MEETING

Planning for people. Planning for place - location. Planning the room layout. Adopting the room layout fixed, semi-fixed or flexible.

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THE MEETING IN PROCESS Understanding Groups:

The most powerful interests in any meeting far more Powerful than the purported objectives of the meeting Itself are the basic human needs of the participants. These include: Economic well-being A sense of belonging The need for recognition Control of ones own life

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THE MEETING IN PROCESS Groups behavior:


Acceptance and integration The Chairpersons approach Newly established group Communication within the group Group objectives Group control

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APPROACHING THE MEETING

The First Act The Chairperson opens the meeting Presentation Chairpersons preparation Established objectives Established time-scale Consider others Stimulate discussion Limit conflicts Expect the unexpected
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STEERING THE MEETING


Everyone has the potential to influence the meeting, irrespective of their roles. There is no reason why the Chairperson should take all the initiatives or do all the work. Anyone can steer the meeting by being aware of its process. Are the participants listening, giving their full attention to the topic, or arguing? If the chairperson does not or cannot intervene, there are a number of approaches you can take yourself:

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STEERING THE MEETING

Bringing in Relieving tension Mediating Summarizing Dramatic movements Increase the irrelevancies Leaving quietly Ten minutes more

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MINUTES OF THE MEETING


When and where the meeting was held Who chaired the meeting Who were present Who sent their apologies, if absent A statement that the agenda was adhered to e.g. that the minutes of the previous meeting were agreed and signed A few lines summarizing reports, including file number, so that members can obtain copies if they wish A summary of any discussion that followed the reports All motions and amendments in the exact form they were put by the chairperson SZBS 22

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MINUTES OF THE MEETING


The names of the propose and seconder of each motion and amendment A summary of the main points of the discussion The number of those voting The decision taken on each proposal Who is taking what action and when The date of the next meeting

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