Meetings

Copyright The McGraw-Hill Companies, Inc., 2005Slide *

Effective MeetingsTypes of MeetingsPlanning a Problem-Solving MeetingConducting the MeetingChapter Outline

Copyright The McGraw-Hill Companies, Inc., 2005

Copyright The McGraw-Hill Companies, Inc., 2005Slide *Effective MeetingsOf 90,000 working days, 46% of the time was spent in meetings20,000,000 business meetings each day in the U.S.Unproductive meetings cost U.S. businesses $37,000,000,000 annually


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Effective MeetingsTable 9-1: Hourly Costs of Meetings


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Effective MeetingsTable 9-2: Meetings in Corporate America


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Types of MeetingsInformation-sharingBeginning-of-shiftWeekly-updateProblem-solving or Decision-makingMost common reason for a business meetingRitual ActivitiesExample: TGIF gatherings


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Types of MeetingsVirtualTeleconferencesVideoconferencesOnline meetingsAdvantages include:Less expensive Easier to scheduleTake less time Allows more people to attendLess personal


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Planning a Problem-Solving MeetingWhen to Hold a MeetingIs the job beyond the capacity of one personAre individuals tasks interdependentIs there more than one decision or solutionAre misunderstandings or reservations likely


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Planning a Problem-Solving MeetingSetting an AgendaAn agenda is a list of topics to be covered in a meetingThree questions:What do we need to do to achieve our objective?What conversations will be important to the people that attend?What information will we need to bring?


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Planning a Problem-Solving MeetingComponents of a Complete AgendaTimeLengthLocationParticipantsBackground InformationItems and Goals


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Planning a Problem-Solving MeetingFigure 9-1: Format for a Comprehensive Agenda


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting the MeetingBeginning the MeetingIdentify the goals of the meetingProvide background infoShow how the group can helpPreview the meetingIdentify time constraints


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting the MeetingConducting BusinessBusiness meeting checklistParliamentary ProcedureEncouraging participationKeeping discussions on trackKeeping a positive tone


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Business Meeting ChecklistTable 9-4: Checklist for Conducting a Meeting


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting BusinessParliamentary ProcedureA set of rules for conducting a meeting and making decisionsSuitable when:a groups decisions will be of interest to an external audiencehaste may obscure critical thinkingemotions are likely to be strong


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting BusinessParliamentary ProcedureOrder of BusinessReading of the minutesReportsUnfinished businessNew businessMotions specific proposals for actionAddress a single issueMust be seconded to be discussedDiscussionPublic vote


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting BusinessEncouraging participationMember differences lead to unequal access during a meetingUse the Nominal Group Technique (NGT)Give each member a turn to speakUse questionsOverhead Direct Reverse Relay


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting BusinessNominal Group Technique (NGT)Phase 1: Each member writes ideas down on paper; leader collects papersPhase 2: All ideas are posted for all members to seePhase 3: Members discuss ideas for understanding, but no criticism is allowedPhase 4: Members rank the ideas privatelyPhase 5: Group discusses highest-ranking ideas critically and thoroughly


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting BusinessKeeping discussions on trackRemind group of time pressuresSummarize and redirectChallenge relevancyPut off good, but irrelevant ideas


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting BusinessKeeping a positive toneClarify by asking questions and paraphrasingEnhance others commentsBe culturally aware


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting the MeetingConcluding the MeetingClose a meeting whenthe scheduled closing time has arrived the group lacks resources to continuethe agenda has been coveredClose a meeting bysignaling when time is almost upsummarizing the meetings accomplishments and future actionsthanking the group


Copyright The McGraw-Hill Companies, Inc., 2005Slide *Conducting the MeetingFollowing Up the MeetingBuild an agenda for the next meetingFollow up on other membersTake care of your own assignments


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Meetings