PowerPoint to accompany: Chapter 13 Organise and Manage Meetings Determine the purpose Prepare for the meeting Conduct a structured meeting Communication skills that achieve results Decision-making and problem-solving in a meeting Follow up after the meeting PowerPoint to accompany:

Learning objectives After studying this chapter you should be able to: plan and organise face-to-face meetings, virtual meetings and team briefings prepare documentation for meetings – notice of meeting, agenda and meeting papers conduct a meeting and understand the roles of chairperson, secretary and members use meeting conventions and processes in a structured meeting, and record and produce minutes of meetings apply rules of etiquette in face-to-face meetings, virtual meetings and team briefings use communication skills and strategies to keep the meeting running smoothly apply decision-making processes to analyse information, create new ideas and problem-solve Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Meetings Cover three main areas of responsibility: The organisation’s responsibility is to provide the policy and procedures The meeting’s executive is responsible for organising and running the meeting according to its standing orders and formalities. Members are required to take part in decision-making at the meeting and contribute to areas requiring their expertise Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Examples of formal meeting Annual general meeting Extraordinary general meeting Board meeting Departmental meeting Interdepartmental meeting Operational meeting Briefing Private meeting Public meeting Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Encourage consensus Follow a process of: Familiarisation Evaluation Action Confirmation Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Problems in a team briefing Problems are caused when a manager or team leader: responds more favourably to some members than others displays negative nonverbal behaviour allows the briefing to wander off the subject comments after every input takes over the discussion rather than just saying enough to encourage Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Conduct a team briefing Focus Prepare Manage Communicate Commit Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Four essential planning steps Agenda Schedule Notice Facility Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Virtual meetings Serve a number of purposes. Such as: a video chat to plan a presentation for a meeting delivery of information to an audience; for example, a broadcast lecture, a webinar or a document posted on a bulletin board an exchange of ideas and opinion, as in an internet chat session or newsgroup, without any attempt to come to a conclusion an interactive online meeting with an agenda or a set of objectives which attempts to come to some form of agreement or decision Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Overall responsibilities Fulfil the chairperson’s role: achieve meeting goals maintain control be impartial apply meeting procedures correctly Keep the meeting focused on the order of business Manage the business of the meeting by following procedures Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Two major responsibilities The chair has two major responsibilities: to prepare and set the scene for the meeting to conduct the meeting according to the standing orders or rules of the organisation, committee or meeting Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Duties of the chair check that a quorum (the minimum number needed to conduct the business of the meeting) is present declare the meeting open welcome people to the meeting and introduce any visitors state the aims of the meeting state that the order of the agenda will be followed indicate the time limit for each item give priority to the most important items sign the minutes when they are confirmed as correct guide the meeting through the business on the agenda allow each item to be discussed fully – this includes the presentation of information and plans Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Duties of the chair (cont) control the moving and seconding of all motions and amendments delegate when necessary brief members give feedback encourage everyone’s participation plan the action required by decisions reached Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

The terminology of meetings Terms include: Agenda Amendment Casting vote Constitution General business Minutes Notice Quorum Standing orders Vote Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Duties of the secretary keep copies of any motions put without notice record in the minutes the names of those present, apologies, a list of correspondence, a brief summary of any discussion, and all conclusions and decisions reached check that the minutes clearly identify each motion and those who moved, seconded or amended it record in the minutes any action to be taken, and by whom check any doubtful points with the chairperson as soon as the meeting ends Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Duties of the secretary (cont) write up brief, clear and accurate minutes as soon as possible after the meeting, within 24 hours or sooner ensure that the chairperson initials any alterations to the minutes record the minutes in a minutes book ensure that the chairperson signs these at the next meeting to confirm that they are correct read the agenda and the minutes of the previous meeting before you attend a meeting pay attention to task-related roles attend to maintenance-related roles to improve group cohesion Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Four roles Task-related Maintenance-related Defensive roles Dysfunctional roles Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

The virtual meeting centre Is more welcoming when it has a members’ page with information about each team member, including: contact information a professional summary of experience and areas of expertise a personal profile of hobbies and interests an outline of each member’s responsibilities Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Virtual meetings benefit remote workers and those in central locations they are able to communicate in real time as if they were in the same location collaboration increases as people: engage hear ideas directly from colleagues seek clarification and make decision Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Virtual chair As in face-to-face meetings the virtual meeting’s chairperson has responsibility to: prepare for the meeting state the meeting’s purpose clearly stay in control of the meeting and keep participants focused on the main point control discussion threads facilitate discussion of the important issues ensure everyone is engaged help the members to reach a decision cover all action items and close the meeting on time Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Communication barriers At formal meetings can be directly linked to: poor leadership poor membership skills a combination of both They interfere with and prevent productive results Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Strategies that aid participation at meetings Strategy Practise courtesy and good meeting manners Express your ideas and give feedback Ask questions Listen Match the nonverbal message to the spoken Follow up Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Verbal communication barriers May be caused by: poor choice of words inappropriate use of words unclear or discourteous ways of speaking Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Nominal group technique Steps to follow: Discuss and clarify the situation or problem to be considered Work as individuals Present and record the ideas Clarify and evaluate Rate the ideas Choose the most preferred option Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

brainstorming Steps to follow: Define the main issue Brief the meeting Encourage all members to participate Evaluate the ideas Choose the action Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Dewey’s reflective thinking process Steps to follow: Define the problem List all the possible alternatives Discuss and analyse the alternatives Choose a solution Plan the course of action Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e

Store minutes and papers The naming and storage of documents may include: file names which are easily identifiable in relation to the content file/directory names which identify the operator, author, section, date, etc. electronic storage in folders, sub-folders, memory sticks, CD-ROM organisation policy for backing up files and filing hard copies of documents filing locations, security and authorised access Copyright ©2012 Judith Dwyer – 9781442546738/Dwyer/Business Communication Handbook\9e