Topics Discussed: Powerpoint Slides T/A Communication For It 2E

Chapter 5
Organising and Managing

Meetings
 Topics Discussed:
 Reasons for meetings

 Types of meetings
 Meeting structures and leadership
 Participating in a meeting
 Organising a meeting
 Conducting a meeting
 Recording meeting minutes and/or actions
 Following-up meeting outcomes
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PowerPoint Slides t/a Communication for IT 2e Ch5.1
EVALUATING MEETINGS
 Effective meetings:
 Have a clear purpose
 Are well planned
 Involve the participants
 Result in action

EFFECTIVE MEETING SKILLS
 Organisational skills:
 Planning, informing, preparing, following-up
 Interpersonal skills:
 Active listening
 Questioning
 Using appropriate non-verbal communication
 Demonstrating cultural awareness

REASONS FOR MEETINGS
 Why do people meet?
 To share ideas
 To coordinate activities
 To negotiate solutions
 To plan policy and implementation strategies
 To develop new procedures
 To foster team spirit

TYPES OF MEETINGS
 Formal/Informal meetings
 Internal/External clients
– Face to face/at a distance
– Individual/small group/large group
 Video and teleconferencing meetings
 Networking

FORMAL MEETINGS
 Follow set organisational guidelines and
established codes of behaviour, known as
meeting procedure
 Most likely occur in business and meet legal
and legislative requirements:
 Notification of meeting
 Agenda items
 Attendance list
 Correspondence
 Itemised discussion
 Decision
 Action planned
 Minutes Meeting procedure

FORMAL MEETINGS (cont.)
 Examples:
 Shareholder meetings, state authorities, local councils
 Meetings procedures are designed to:
 Ensure all legal requirements are met
 Allow one person to speak at a time, yet give everyone
a chance to be heard
 Allow the person in control to maintain order and direct
the flow
 Formulate ideas as motions to be discussed and voted
on, in a democratic fashion
Motion

INFORMAL MEETINGS
 Most workplace meetings are more likely to be
informal
 Informal meetings can:
 Create a more relaxed environment
 Foster open communication
 Develop concern and camaraderie
 Encourage innovation and initiatives
 Informal does not mean disorganised –
meetings still need to be planned, organised
and run efficiently

INFORMAL MEETINGS (cont.)
 They need to achieve their purpose and result
in some action
 Most workplace meetings do not need to be

strictly controlled (in the fashion of
parliamentary procedure)
Parliamentary procedure

VIDEO AND TELECONFERENCING
MEETINGS (Fig 5.1)
 High cost of bringing people together
 Disruption to workforce
 Challenges for the chairperson when using this
method:
 In most cases, only one person can talk at a time
 Participants cannot see each other (except where there
is more than one person at a site)
 Strict start and finish time – line-booking
 Impossible to pass things around (except where you
have access to a digital camera)

NETWORKING
 Strategy for making contacts and forming
support groups
 Provides an opportunity to develop links and
build relationships with people from similar or
linked organisations
 In business this may involve:
 Participating in meetings
 Social and business gatherings
 Attending conferences or functions

NETWORKING (cont.)
 Networking can lead to:
 Sharing resources and information
 Forming joint venture projects
 Sharing market information
 Fostering business dealings and partnerships
 Networking relies on:
 Evidence of the benefits to all the people involved
 Demonstration of mutual respect
 Adherence to a high level of ethical and business standards
An example of a networking opportunity is an IT
Trade Fair
Networking 1 Networking 2 (in an IT environment)

MEETING STRUCTURES AND
LEADERSHIP (Table 5.1)
 Meetings can be classified according to their
purpose
 As meeting goals vary, the best structure varies too
 Leadership styles in meetings range between:
– Chairing
– Telling
– Selling
– Joining
– Consulting
– Participating
– and combinations of these styles

PARTICIPATING IN A MEETING
 Work teams are established by management to deal with
particular problems or focus on particular tasks.
 The group may meet informally to discuss work-related
issues
 For the team to operate effectively, certain basic meeting
procedures need to be followed.
 Problems may be solved through a work team meeting
 Each member should go into a meeting with a positive
attitude.
Ask yourself: ‘What can I contribute to the group
process.’

ORGANISING A MEETING (Fig 5.3)
 Plan
 Conduct
 Record
 Organise follow-up action
 Plan follow-up meeting if necessary

PLANNING THE MEETING
 Good planning pays off:
1. Deciding on the purpose
2. Choosing the venue
3. Informing the participants
4. Prepare and circulate the agenda and documentation
Remember: check things on the day

DECIDING ON THE PURPOSE OF THE
MEETING
 Participants should be told what will be
achieved by having the meeting
 Always try to complete the statement:

‘The purpose of the meeting is to …’
with an active or outcomes-orientated
statement.
Outcomes-oriented statement

CHOOSING THE VENUE FOR THE
MEETING
 The choice of a venue will depend on a
number of factors:
 How many people are attending
 How convenient the venue will be for participants
 The facilities available
 The availability of the venue
 The cost of the venue

MEETING (cont.)
 The room chosen should be quiet and
big enough
 Do not assume that the room will be available
 Organise the set-up of the room
 Test run
 Preview videos
 Run extra copies of handouts
 Make sure that the room is accessible for people with
special needs

MEETING (cont.)
 Planning the room layout (Fig 5.4)
 Positioning of tables and chairs
 Physical resources
 Preparing name tags and cards

 Place key people where you want them
 Separate people known to be very friendly or unfriendly
 Food and drink

 If provided, they should be available all the time

INFORMING THE PARTICIPANTS
 Set meeting time in advance
 Check key stakeholders are available at that time
 When time is fixed telephone, email or fax everyone
concerned
 Follow up with a formal notice:
– If specific topics are already known, include a draft agenda.
– Otherwise invite participants to submit items for the agenda,
which will be sent out closer to the time of the meeting.
– Ensure that you set deadlines for receiving agenda items.
– Have any meeting papers sent out by courier or post in a
timely manner.
– Allow for emergencies.
– Make sure that each person knows why they are being
invited.

THE AGENDA
 Helps the chairperson to structure the meeting
and the secretary or minute-taker to keep track
of what is being discussed.
 Provide explanatory notes with each new or

important item.
 Motion or formal proposal
 Be clear about the purpose of the item
 Focus for discussion
 Chairperson can manage the discussion and judge when to
move to a decision
Agenda

PRO-FORMA FOR AN AGENDA
1. Statement of the meeting’s purpose
2. Welcome to any special visitors
3. Date, time and location of meeting
4. Apologies for absence
5. Special event (guest speaker to address meeting)
6. Confirmation of minutes of previous meeting
7. Business arising out of minutes
8. Correspondence sent and received
9. Reports
10. Adjourned business
11. General business
12. Any other business
13. Close the meeting

QUESTIONS TO ASK BEFORE THE
MEETING
1. What is the purpose of the meeting?
2. What is the best format for the meeting?
3. Who should attend?
4. What is the best time and place for the meeting?
5. What background information and preparation do
participants need?
6. What physical arrangements need to be made?
7. How will proceedings be recorded?
8. Who will prepare and circulate the agenda?
9. Who will chair/lead the meeting?

CONDUCTING A MEETING
 Formal or informal?
 Formal meeting rules can help achieve
agreement:
– In a meeting attended by more than 50 people
– When time is limited
– When very controversial matters have to be resolved
– When a decision must be recorded
– When a group is polarised into opposing factions
– If a group is being troubled by ‘bush lawyers’ or ‘rule
book wavers’

VIDEOCONFERENCES,
TELECONFERENCES AND ONLINE FORUMS
 Can be formally or informally run
 Need to be well managed
 Running these meetings more effectively:
– Produce and distribute printed guides
– Decide what to do in case of problems with line or equipment
– Protocols for participating
– Guidelines for presenting verbal and graphical information
 The role of the facilitator
– Ensure information is disseminated to all participants
– Make introductions
– Ask questions
– Use images and metaphors
– Paraphrase information Protocol Facilitator

CONDUCTING A MEETING (cont.)
 Meeting management roles
 The convenor or chairperson
 The discussion facilitator
 Suggestions for convenors
 Introductions
 Facilitating or leading the meeting
 Hidden agendas
– Power plays at power solutions
– Identifying hidden agendas
Hidden agenda

GETTING AGREEMENT ON ACTIONS
 Meetings take place to produce some sort of
outcome or action plan
 Convenor must be a skilled problem-solver
 Convenor needs to take initiative in drawing
the discussion to a close
 Any decisions should address the four
elements of an action outcome:
 What, who, how and when

RECORDING MEETING MINUTES
 Minutes
 Have to be accepted at the next meeting
 Purpose is to record permanently the proceedings of
the meeting
 Provides a basis for action
 Essential to record:
– Name of organisation
– Date
– Attendees
– Decisions and actions

RECORDING MEETING MINUTES
(cont.)
 Taking minutes
 Secretary or chairperson appoints note-taker, or calls
for a volunteer
 Minutes should be a summary of what happened
 Minutes pro-forma (Fig 5.10)
Minutes Pro-forma

FOLLOWING UP THE MEETING
OUTCOMES
 During meeting, identify who is responsible for which
decisions that were made
 Summarise the actions at the end of the meeting
 Check that everyone understands what they have agreed
to
 Contact participants a little before their deadlines to see
how they are progressing
– Use tact and diplomacy
– Avoid sounding too critical
 Circulate a note after the meeting summarising what
people have agreed to

ACTION POINTS
 Make sure the reason for the meeting justifies
the time and effort people give
 Determine the purpose of the meeting
 Produce an agenda
 Prepare the location for the meeting
 Begin on time, in a positive, business-like
manner
 Encourage involvement
 Get agreement on meeting processes and
decision making

ACTION POINTS (cont.)
 Keep notes to help you check the minutes

 Summarise progress at strategic points
 Ensure all decisions state what has to be done,
by whom, by when, and how
 Check minutes and documents before they are
distributed
 Follow-up all outcomes and decisions

SUMMARY
 Organisations should hold regular general
meetings
 Improve morale and help to encourage teamwork
 Both meeting structure and leadership style
should suit the conditions and purpose of the
meeting
 Follow the four key steps for ‘Planning the
meeting’
 Follow the seven steps for effective meetings in
‘Facilitating and leading a meeting’

SUMMARY (cont.)
 Facilitators and convenors assume various
roles
 Be aware of hidden agendas
 Professional conduct
 Take minutes
 Follow-up the meeting outcomes

KEY TERMS
Agenda Networking 1
Facilitator Networking 2 (in an IT

Environment)
Hidden agenda
Outcomes-oriented statement
Meeting procedure
Parliamentary procedure
Minutes
Pro-forma
Motion
Protocol


Topics Discussed: Powerpoint Slides T/A Communication For It 2E

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Chapter 5

Organising and Managing

 Reasons for meetings

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 Video and teleconferencing meetings

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 Most workplace meetings do not need to be

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 Organise follow-up action

 Plan follow-up meeting if necessary

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2. Choosing the venue

3. Informing the participants

4. Prepare and circulate the agenda and documentation

Remember: check things on the day

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 Always try to complete the statement:

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 Positioning of tables and chairs

 Preparing name tags and cards

 Separate people known to be very friendly or unfriendly

 Food and drink

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 Provide explanatory notes with each new or

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 Keep notes to help you check the minutes

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Facilitator Networking 2 (in an IT

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