1. 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:

2. 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 – /Dwyer/Business Communication Handbook\9e

3. 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 – /Dwyer/Business Communication Handbook\9e

4. 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 – /Dwyer/Business Communication Handbook\9e

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

6. 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 – /Dwyer/Business Communication Handbook\9e

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

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

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

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

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

12. 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 – /Dwyer/Business Communication Handbook\9e

13. 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 – /Dwyer/Business Communication Handbook\9e

14. 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 – /Dwyer/Business Communication Handbook\9e

15. 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 – /Dwyer/Business Communication Handbook\9e

16. 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 – /Dwyer/Business Communication Handbook\9e

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

18. 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 – /Dwyer/Business Communication Handbook\9e

19. 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 – /Dwyer/Business Communication Handbook\9e

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

21. 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 – /Dwyer/Business Communication Handbook\9e

22. 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 – /Dwyer/Business Communication Handbook\9e

23. 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 – /Dwyer/Business Communication Handbook\9e

24. 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 – /Dwyer/Business Communication Handbook\9e

25. 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 – /Dwyer/Business Communication Handbook\9e

26. 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 – /Dwyer/Business Communication Handbook\9e

27. 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 – /Dwyer/Business Communication Handbook\9e

28. 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 – /Dwyer/Business Communication Handbook\9e

29. 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 – /Dwyer/Business Communication Handbook\9e

30. 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 – /Dwyer/Business Communication Handbook\9e