certain principles while attending the meeting

1. Strategies for Successful BusinessStrategies for Successful Business
MeetingsMeetings

2. Definition of MeetingDefinition of Meeting
A gathering of 2 or more people where purposive
discourse occurs
A gathering where the participants and leader know
the specific reason for getting together
Meetings search for answers to problems, look for
courses of action, make recommendations to higher
authority

3. Purposes and Kinds of MeetingsPurposes and Kinds of Meetings
2 core purposes:
To present information
To help solve problems
3 Kinds of meetings help achieve these objectives:
Informational Meetings
Suggested Solution Meetings
Problem Solving Meetings

4. Informational MeetingsInformational Meetings
Members Understand the information
Learn
Ask questions
No problem solving
No recommendation
Following statements were actual meeting topics in various
companies:
Changes in the reporting procedures in purchasing deptt.
Report on company’s strategic plans for the next fiscal year
Announcement of the new mission statement
Retirement planning for those over 50

5. Suggested solution meetingsSuggested solution meetings
A manager decides to receive input from his staff on an issue.
He desires to review preliminary recommendations before
solving the issue. The scenario is:
A supervisor senses a problem and desires to review options on
addressing problems
A message is sent to all staffers asking for possible options
Suggestions are tabulated and distributed to all
A meeting is called to discuss all possible options
The manager and review committee reviews recommendations.
Comments on all option occur at the meeting.

6. Problem Solving MeetingsProblem Solving Meetings
Problem Solution Benefit Action
Major problem is presented early in the meeting
Participants suggests solutions
Discuss and evaluate them
Participants arrive at a decision for further action

7. Problem Solving MeetingsProblem Solving Meetings
Usual structure of Problem Solving Meeting moves from initial
awareness of an issue to its eventual resolution.
A researcher discovered that the CEOs desire answers to 4 Qs:
What is the plan?
Why is the plan recommended?
What are the goals?
How much will it cost to implement the plan?

8. Steps in Problem Solving MeetingsSteps in Problem Solving Meetings
Background Analysis
Solution Discovery
Solution Evaluation
Choice of Action

9. (1) Background Analysis(1) Background Analysis
State the problem or question in affirmative tone
 Instead of this—
Which kinds of related business should we avoid?
Write this—
In which related business should we consider expansion?
 Instead of this—
How can the negative treatment of foreign maids be decreased...
 Write this—
Which steps should be taken to improve treatment of foreign…

10. Define and Limit the Problem
By related businesses we mean …
By foreign maids…
Collect facts on the history of the problem
How long has the problem existed?
Describe symptoms of the problems
Extent of the problem
Possible causes and effects
How do other companies handle the problem?

11. (2) Solution Discovery(2) Solution Discovery
Establish Criteria:
Like fairness, workability, acceptability, favorable costs,
number of people impacted, return on investment.
List Possible Solutions:
Brainstorming— the process of listing as many ideas as
possible without judgment from any group member

12. (3) Solution Evaluation(3) Solution Evaluation
Evaluating all suggestions in the light of your stated criteria
Pros and cons of a solution
Effect of solution on the future of the company
Answering whether a preferred solution truly will solve a
problem or create new ones
Has the solution proved workable at any other company or in
a similar situation?
(4) Choice of Action

13. Kinds of LeadershipKinds of Leadership
Authoritarian
Shows contempt for some members
Dominates the discussion
Praises those who agree with his opinion
Speaks often and loudly
Issues orders and commands
Leaderless
Delegates all direction and decision making steps to others
Believes in shared leadership
Allows high-ability people to run the meeting

14. Democratic or Participative
Helps the group make best decision possible
Facilitates productive group discussion
Invite minority opinions
Evaluate unsupported generalizations

15. Steps before the MeetingSteps before the Meeting
(1) Review the problem and determine the precise purpose
 Write the central purpose of the meeting
 Consider if a meeting is really needed?
 Select the medium
(2) Decide who should participate
 Similar casts for regularly scheduled meetings
 Specialists for their expertise
 Usual criterion include gender, age, diversity of views etc.

16. (3) Arrange for meeting date, time and place
Be exact
E-mail a reminder
Avoid weekend afternoons and evenings
(4) Create an Agenda— a roadmap of what will be covered in
the meeting
Wording should be clear, short, unbiased
(5) Distribute the Announcement for the Meeting
To and From
Subject of discussion and Importance of subject
Suggested reference material
Date, time, place

17. (6) Check on Physical Arrangements
Select the seating pattern
Determine what kind of material are needed in the room
Availability of usual electronic visual aids

18. Procedures during the MeetingProcedures during the Meeting
(1) Begin with an Opening Statement
 A neutral, free from bias opening statement
(2) Stimulate Discussion
 Leader might use a white board
 Ask questions to keep discussion moving
 Get participants to analyze their own thinking
 Keep an atmosphere of goodwill and cooperation

19. (3) Understand role of the Participants
Problem participants demand special attention
The Reticent, non-participating member
The “Know-it-all”
The Long-winded speaker
The Erroneous Member
The Participant showing personal animosity
(4) Interpret data for Solution Evaluation

20. (5) State the Major Conclusion and Plan of Action
Summarize (list major conclusions of the discussion)
State individuals responsible for specific actions
Indicate by which time a task is to be completed
Extend thanks to the members for attending and completing
task

21. Follow-Up after the MeetingFollow-Up after the Meeting
A leader has 2 final responsibilities:
Distributing minutes of the meetings
Seeing that committees, deptts, individuals are appointed to
complete actions decided upon
MOM include:
Name of organization, deptt., group
Date, time, place of meeting
Names of members present, including who chaired the session
Signature of the one who recorded the minutes

22. Powers of ChairmanPowers of Chairman
To maintain order and decorum
Second vote power
To decide point of order— question relating to rules,
procedure, regulations governing meeting
To decide priority of speakers
Direct the inclusion/exclusion of matters in MOM
Regulate voting procedure
Decide method of voting
To adjourn a meeting
To stop discussion
To remove persons

23. Responsibilities of ParticipantsResponsibilities of Participants
Prof. Wiliiam M. Sattler and N. Edd Miller recommended 9
roles to play to succeed as a good participant
 ORGANIZER
Clears the clutter
Give procedural suggestions
Steer the group back to central issues
CLARIFIER
Points out misunderstandings
Clears unclear expressions and foggy ideas

24. QUESTIONER
Ask questions when in doubt
FACTUAL CONTRIBUTOR
Adds substantive information
Be careful with the tone
ENERGIZER
Stimulate members to reach their goal
IDEA CREATOR
Risks new, different, unusual ideas

25. CRITICAL TESTER
Challenges tactfully the validity and reasonableness of
contributions
Challenges unsupported conclusion, an out-of-date or unclear
source, a biased piece of information, illogical matter
CONCILIATOR
Attempts to find a middle ground
Seeks to find a compromise
HELPER OF OTHERS
Invites other participants to join
Tact, sensitivity and cooperativeness with the chairperson
characterizes the role