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BUSINESS MEETINGS

Prepared by

Anshul Nasa

Purti Khanna

Gaurav Marwah

Gaurav Gupta

Anjali Saxena

Rishu Goel

Manoj SoniVineet

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Business Meetings

How to plan and conductbusiness meetings that really

work

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Business Meetings

Definition: A gathering in which apurposeful exchange or transactionoccurs among three or morepeople with a common interest,topic, or problem.

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When Should You

Call a Meeting?

Answer: When you cannotaccomplish your communicationobjectives or goals in any otherway. In other words, a meeting isthe communication tool of last

resort, after you have consideredand discarded other forms ofinformation exchange.

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Don't Call Meetings When:

A phone call or a memo would do.

A key person is not available.

Participants don't have time toprepare.

Personality conflicts or the plans of

higher management might makethe meeting a waste of time.

It costs too much.

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Call Meeting To

Talk about goals.

Reach a consensus. Listen to reports.

Discover or solve problems.

Train people. Gather opinions.

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Call Meetings to:

Explain plans and programs.

Keep things moving.

Tell people what they're supposedto do and how they're to do it.

Build morale.

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Meet With People Who:

Have to carry out what's decided

Have valuable information or goodideas

Can approve the results

Represent divergent views

Are indispensable to the success ofthe decision

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Three Principal Types of

Business Meetings:

Informational Meetings

Problem-Solving Meetings

Suggested-Solution Meetings

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Informational Meeting

Acts as a mode of information

exchange.

Essential tool of business

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Problem Solving Meeting

Aims at specific PROBLEM.

Involve active participation of theMembers.

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Suggested Solution Meeting

A

ims at taking further stepstowards the problem through asolution.

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Leadership Responsibilities

Any successful meeting depends inlarge measure on the competence and

motivation of the leader. In the absence of effective leadership,

no group, no matter how wellintentioned, will experience the success

they hope for. Three general leadershipstyles predominate at business andgroup meetings.

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Leadership Styles

Authoritarian: behavior rangesfrom firm suggestions to

commands that must be carriedout.

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Leadership Styles

Democratic: works on theprinciple of participation and

mutual support.

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Leadership Styles

Leaderless: an abdication ofresponsibility from one person to

the group as a whole.

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How Do You Solve a Problem in

a Meeting?

State the problem in the form ofan affirmative question.

Define and limit the problem. Collect facts on the history of the

problem.

Establish criteria. Assess thosecriteria in light of their practicality,feasibility, and the rights of others.

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How Do You Solve a Problem in a

Meeting?

List possible solutions.

Evaluate suggested solutions.

Determine a course of action.

Tell those responsible for makingthe solution succeed.

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As You Plan for a Meeting:

Consider the problem and determineyour purpose.

First, decide whether a meeting shouldbe called at all.

Next, you must determine the purposefor the meeting. It should be timely,

genuine, important, and meaningful forthe conferees. It must also be withintheir sphere of responsibility andinfluence.

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As You Plan for a Meeting:

Then, Decide Who Should Participate.

Invite those who must carry out what's

been decided. Invite those who have valuable

information, good ideas, or divergentviews.

Include those who can approve theresults or are indispensable to thesuccess of the decision.

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As You Plan for a Meeting:

Arrange for a Meeting Time, Date,and Place.

What times and dates are mostconvenient? In the absence ofconvenience, when can everyone be there?

Where should you meet? Will the location

prove conducive to achieving your goals,or distracting?

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As You Plan for a Meeting:

Coordinate Details at the Meeting Site.

Consider seating, lighting, acoustics,audiovisual requirements, environmental

controls, workspace, travel requirements,location, and cost.

Talk to or meet with those responsible forsupporting or carrying out your plans forthe meeting, including audio-visualtechnicians, caterers, banquet and meetingmanagers.

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As You Plan for a Meeting:

Announce an Agenda.

Unless secrecy is essential, meetings are

more likely to succeed with an agenda.State the problem properly, as a questionof fact, value, or policy. Be sure to includeall relevant detail in the announcement,

including topic, date, time, place, andresponsibilities of the participants.

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As You Plan for a Meeting:

Take Care of Physical Arrangements.

Seating, lighting, public address system,

visual support systems, environmentalcontrols, tables, workspace

Support materials, pencils, pens,markers, chalk, paper, refreshments

Reference materials, background data

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Informal Responsibilities: Prepare yourself thoroughly.

Assume your given a role during themeeting:

Organizer

ClarifierQuestioner

Expert

Critical Tester

ConciliatorHelper of others

Energizer

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Procedures: How Do You Run

an Effective Meeting?

Begin and end on time.

Follow the agenda.

Stimulate discussion, encourage fullparticipation from everyone present.

Focus the groups' effort on their goals.

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Procedures: How Do You Run an

Effective Meeting?

Understand the roles of participants:group task roles, group building and

maintenance roles, and individual roles.

Confront or ignore those working atcross-purpose with the group.

Sort, select, interpret data to reach aconclusion.

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Procedures: How Do You Run anEffective Meeting?

State the conclusion and plan ofaction.

Follow-up after the meeting hasconcluded: distribute notes or

minutes and take the actions yousaid you would.

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VIDEO

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