Strategies for Successful Business and Group Meetings

Slides:



Advertisements
Similar presentations
Decision-Making in Small Groups  Group decisions are usually better than individual ones, but this depends on several factors, including the type of.
Advertisements

~MAKE A GROUP DECISION~ Scenario: You’re on a cruise when suddenly the ship you’re on hits an iceberg. The ship is beginning to sink. All the lifeboats.
Tarak Bahadur KC, PhD Negotiation Skills Negotiation Skills Tarak Bahadur KC, PhD
Chapter 10 Enhancing Group and Team Performance. Communication Principles Be aware of your communication Appropriately adapt your message to others Effectively.
Human Communication: The Basic Course Twelfth Edition
Groups © The McGraw-Hill Companies, Inc., 1998 Group: “Two or more freely interacting individuals who share collective norms and goals and have a common.
Group Communication What is the difference between a group & a crowd?
Teams: Bettering the Workplace T ogether E veryone A chieves M ore.
Group Leadership. Leadership A process of using communication to influence the beliefs, attitudes and values – and ultimately, behavior – of others, to.
Chapter 2 Communicating in Groups and Teams Mary Ellen Guffey, Business Communication: Process and Product, 4e Copyright © 2003.
Speaking in Small Groups. Objectives: Course Objective: Demonstrate effective communication Lesson Objectives: 1.Explain the characteristics of decision.
Curriculum Planning: The Human Dimension
Mining Group Gold Team Dynamics. Stages of Team Development Forming Storming Norming Performing.
Group Dynamics Stages of Group Development. Group Dynamics O This week we will be looking at the importance of working in groups O Positive and negative.
Practical Skills for Leaders Archdiocese of Cape Town Centre for Pastoral Development.
Enhancing Group & Team Performance HCOM 100 Instructor Name.
Conflict Management.
Advanced VCE Business – AQA Unit 9 Copyright TecEd What makes a Group o A collection of people can be viewed as a working.
Stevenson/Whitmore: Strategies for Engineering Communication 1 of 11 Team Dynamics Effective team dynamics requires  Respect for one another  Clearly.
HANCOCK CENTRAL SCHOOL INSTRUCTIONAL LEADERSHIP TEAM SEPTEMBER 14, 2012.
TEAMWORK.
Copyright ©2011, 2008, 2005 Pearson Education, Inc. All rights reserved. Small Group Characteristics Small number—usually 5–12 related individuals Share.
Chapter 6 Team Work Blueprint By Lec.Hadeel Qasaimeh.
MEETINGS. MEETINGS A meeting is a gathering of two or more people where purposive discourse occurs. A meeting is a gathering of two or more people where.
Communications Skills (ELE 205) Dr. Ahmad Dagamseh Dr. Ahmad Dagamseh.
4 Communicating and Working in Teams “Coming together is a beginning. Keeping together is progress. Working together is success.” ― Henry Ford, American.
Chapter 9* Managing Meetings. Chapter 10/Managing Meetings Hilgert & Leonard © Explain why meetings, committees, and being able to lead meetings.
Working and Writing in Teams Module Eighteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Group Definition  A group is a collection of two or more people who work with one another regularly to achieve common goals.  Groups: Help organizations.
Leadership & Teamwork. QUALITIES OF A GOOD TEAM Shared Vision Roles and Responsibilities well defined Good Communication Trust, Confidentiality, and Respect.
Group Roles Small Group Communication. Task Roles The group's task is the job to be done. People who are concerned with the task tend to: 1. make suggestions.
4 Communicating and Working in Teams “Coming together is a beginning. Keeping together is progress. Working together is success.” ― Henry Ford, American.
Organizational Behavior (MGT-502) Lecture-18. Summary of Lecture-17.
Presented by The Solutions Group Decision Making Tools.
Prepared by: Miss Samah Ishtieh 22/9/2013
Multiple Parties and Teams
Effective Meetings Chapter 8.
Assessment in Language Teaching: part 1 Lecture # 23
Chapter 6 Group discussion
Chapter 16 Participating in Groups and Teams.
Chapter 21 Informal Reports
teacher-centered supervision
Whip Around Which course concept has been your favorite thus far?
GROUP COMMUNICATION.
An Introduction to Teamwork
Comm Apps Bell Work Day 34 Problem Solving Process
Academic representative Committee CHAIR training
LISTENING IN INTERPERSONAL COMMUNICATION
Chapter 2 Communicating in Groups and Teams
Human Communication: The Basic Course Twelfth Edition
University of Northern IA
Human Communication: The Basic Course Twelfth Edition
Chapter 19 Group Communication.
- Dr. Elizabeth Anthony Humanities Department FSTPI UTHM
Multiple Parties and Teams
Panther Prep North Central High School
Group Communication Notes
Conducting a meeting فرح جبر نعمة مشايخ.
GROUP COMMUNICATIONS.
A POCKET GUIDE TO PUBLIC SPEAKING 3rd Edition Section 35
Meetings have always taken a large part of the average manager’s week
Understanding the Management Process
Teamwork is crucial to success in an organization
Strategies for Successful Business and Group Meetings.
Teamwork in Organizations
Effective Meeting.
Teamwork.
Techniques For Leading Group Discussions
Communicating in Groups and Question and Answer Sessions
Chapter 10 Problem-Solving in Groups
Presentation transcript:

Strategies for Successful Business and Group Meetings Lecture 6 Strategies for Successful Business and Group Meetings

Strategies for Successful Business and Group Meetings Background information on groups Purposes and kinds of meetings Solving problems in meetings or groups Leadership responsibilities in meetings Participant responsibilities in meetings

Background Information on Groups Definition of a Group Purposive discourse between two or more people is a common definition of a group. Types of Groups Informal Group Casual or informal group meetings are common, such as, meeting after work with friends or get together for purely social occasions. Formal Group Often called task groups, formal groups often search for answers to problems, look for a course of action, make recommendations to a higher authority. This means that you and others may meet to change a policy, make decisions on how a specific problem should be solved and decide on the beginning steps to implement a solution.

Background Information on Groups (cont’d …) Formation of Groups: Most groups go through 4 formative stages in becoming a group: Forming: Here the group tries to get started. It is the orientation phase for group members. Storming: members begin to stake out their positions, they begin to have conflicts and arguments. Norming: progress begins here. Members work to solve conflicts and recognize acceptable kinds of conduct. Performing: here the group begins to achieve its goals.

Background Information on Groups (cont’d …) Phases followed by a Group in Solving a Problem: Orientation: Here discussion is free-flowing, people orally wander about, each trying to focus on asking questions. Here too, questions are numerous: members try to inform, ask further questions. Here members’ convictions are tentative and somewhat ambiguous. Conflict: After the preliminary sparring is over, members begin to offer opinions, evidence in support of their position. At this phase initial conflicts occur. There may even be resistance to the agreed upon task. Emergence: Open exchanges continue; members begin to search for ways of truly solving problem. Compromises occur and there is a decrease in conflict and sincere movement toward decreasing differences in opinion. Solutions: A positive attitude exists at this phase. Options have been discussed, and criteria for measuring those options have been viewed. Now is the time to complete the task and agree upon a solution.

Purposes and Kinds of Meetings Informational Meetings Informational meetings seek only to clarify, to make something clear, to give information. e.g., announcement of the new mission statement. Suggested Solution Meetings Only solutions are suggested for achieving a particular goal or for solving a particular problem. Problem-Solving Meetings Problem, Solution, Benefit, Action

Solving Problems in Meetings or Groups Authorization for a Committee: You may be asked to form a committee to solve a specific problem. Charges to committee must be vividly clear, the precise problem to be solved must be unambiguous. Methods of Solving Problems in Meetings: 4 steps are involved solving problems in meetings, Background Analysis Solution Discovery Solution Evaluation Choice of Action

Background Analysis State the Problem or Question in an Affirmative Tone: Affirmatively stating the central issue is more effective than stating the issue in the negative. Negative Wordings Affirmative Wordings How not to handle What should be our personnel dismissal? procedure in dismis- sing personnel from their positions? Which kinds of related In which related businesses should we businesses should we avoid? consider expansion?

Background Analysis (cont’d …) 2. Define and Limit the Problem: Each of the previous affirmative questions require some definitions. This information is usually included in the authorization memorandum or in the initial stages of a group meeting. 3. Collect Facts on the History of the Problem: Several questions and others relate to gathering initial data: How long has the problem existed? Describe the symptoms of the problem. What is the extent of the problem?

Solution Discovery Establish Criteria: Ask yourself: what are some of the frequently used criteria applied in problem-solution meetings? If you answered fairness, workability, acceptability, favorable costs and return on investment would be among the majority. 2. List Possible Solutions: Brainstorming is a positive way of getting all solution variations on the table. Brainstorming is the process of listing as many ideas as possible without judgment from any group members is a favored method. Solution Evaluation Choice of Action

Leadership Responsibilities in Meetings ‘She’s a bore’ ‘He only need our committee to help him in delaying a decision’ Kinds of Leadership Authoritarian: Dominates discussion, praises those who agree with his/her position, speaks often and loudly, issues orders and commands, suggest that higher authority supports his/her position. Leaderless: This is almost as bad as the authoritarian style, but here the leader delegates all direction and decision making steps to others. This person believes in shared leadership, allowing high ability people to run the meeting, while sometimes successful, there is need for someone to offer some guidance, some positive feedback to the group that something has been achieved. Democratic, Participative: You live in a democracy, you know that all points of view have the right to be heard. You also know that in such an environment the group has the final authority, that groups will vary in their ability to make decisions. Your major goal is to help the group make the best decision possible rather than force them into it, you facilitate productive group discussion, invite minority opinions, evaluate unsupported generalizations and clarify vague statements. To achieve such a lofty profile is possible with work.

Styles of Leadership

Planning Steps Before the Meeting Review the problem and determine the precise purpose: Of all people, the chairperson must know precisely the purpose of a meeting. Decide who should participate Arrange for meeting, date, time and place Create an agenda: An agenda is the roadmap of what will be covered in the meeting. Three core questions are the basis for meeting; Fact (is something true or not), Value (whether something is desirable or undesirable) and Policy (should something be done or not) Distribute the announcement for the meeting: Title of topic, Importance, Topic question(s), Responsibilities (Individual/Group), Date, Time and Place Check on physical arrangements

Procedures During the Meeting Begin with an opening statement: A neutral, free from bias opening statement from the chairperson can get the sessions off on a positive not. (State the problem) Stimulate discussion: Involving all members in a discussion is central to a leader’s responsibilities. Ask questions, keep an atmosphere of goodwill and cooperation, keep calm, keep participants on the main path, take a break if situation gets too tense. Understand the roles of the participants: Group Task Roles (initiator, coordinator, energizer, recorder, elaborator, opinion giver, information giver, opinion seeker), Group Building and Maintenance Roles (encourager, group observer, follower, compromiser, harmonizer, standard setter, gatekeeper) and Individual Roles (aggressor, blocker, recognition seeker, help seeker, dominator, special interest pleader, self-confessor, playboy) Problem Participants demand special attention, 5 common problem participants are: The Reticent, Nonparticipating Member The Know-it-All The Long Winded Speaker The Erroneous Member: Those who get hurt easily The Conferee who shows Personal Animosity: One who gets angry and shouts hateful, tactless comments to other member(s)

Procedures During the Meeting (cont’d …) 4. Interpret data for solution evaluation 5. State the major conclusions and plan of action Follow-Up after the Meeting: Leader should Distribute the minutes of the meeting and ensure that departments or individuals appointed to complete decided actions should complete those actions. Minutes should include: Name of the organization, department or group Date, time and place of meeting Names of members present, including the chairperson Signature of the authority who recorded the minutes

Participant Responsibilities in Meetings Preparation for Meetings Collect information Check your data Confirm your conclusion The phrase “I don’t know” in response to a boss’s question is harmful to your career. Be over prepared

Participant Responsibilities in Meetings (cont’d …) Effective Participant Roles in Meetings Organizer: “I feel we’re wandering from the topic. I suggest we return to the main subject, which in my estimation is, what criteria should we consider for any foreign expansion?” Clarifier: A clarifier points our misunderstandings, attempts to make clear unclear expressions or foggy ideas Questioner Factual Contributor/Valuable: Participant who brings valid, credible data to a meeting but do not be arrogant, just be positive Energizer: Energizers pursue ways of keeping persons interested and motivated Idea Creator Critical Tester: Tact is required when testing opinions of others. Focus on the content rather than on who is making the statement Conciliator: Deadlocks are not uncommon in meetings. Both sides refuse to budge, violent disagreements do occur. You as a conciliator attempt to find a middle ground Helper of Others: Helps those who are unable to participate but tactfully, sensitively and cooperatively