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PLAN, MANAGE AND CONDUCT MEETINGS
D1.HGE.CL7.08D1.HGA.CL6.05
Slide 1
Subject Elements
This unit comprises three Elements:
Plan and prepare for meetings
Conduct meetings
Debrief and follow up meetings.
Slide 2
Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from supervisor.
Slide 3
Element 1:
Plan and prepare for meetings
Slide 4
Plan and prepare for meetings
Performance Criteria for this Element are:
Identify the need for meetings and who should attend
Decide on the style of the meeting and level of formality required according to meeting purpose, occasion, nature of participants and enterprise procedures
Make arrangements for the meeting in accordance with organisational requirements and within designated timelines.
Slide 5
Identify customer/guest requirements
Performance Criteria for this Element are:
Develop an agenda in accordance with the purpose of the meeting
Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and within appropriate timeframes.
Slide 6
Meetings
The term meeting refers to ‘a bringing together’.
In business terms this generally means bringing together different people with the common goal of reaching some type of objective or outcome
Most businesses will have meetings, using a range of meeting types and styles
Regardless of the meeting, it is important that every meeting has a purpose and provides value.
Slide 7
Characteristics of meetings
In essence meetings are planned events, with some form of structure and purpose are designed to:
Get people together
Get alignment towards a specific range of topics
Provide information
Brainstorm ideas
(Continued)
Slide 8
Characteristics of meetings
Exchange ideas and thoughts
Understand the topics discussed
Reach confirmation and agreement
Assign accountability and actions
Decide on further action or strategy.
Slide 9
Identify need for meetings
Every meeting must have a purpose
There must be a reason to get people together
The purpose of a meeting must be clear for all participants.
What are common needs of a meeting?
Slide 10
Identify need for meetings
Meetings aim to:
Inform people and share information about new issues or developments
Access new information and exchange information between participants at the meeting
Make decisions by using those present to brainstorm ideas and offer solutions
Review and monitor existing programs or project manage new ones.
Slide 11
Intention of meetings
The intention of meetings will normally be dictated by the outcome to be reached including:
Problem-Solving Meetings
Decision-Making Meetings
Planning Meetings
Feedback or Follows-Up Meetings
Combination Meetings.
Slide 12
Key roles in meetings
In order to achieve those outcomes in an orderly and fair manner, certain positions or roles are assigned to certain participants.
Key roles are generally:
Chairperson
Secretary
Treasurer.
Slide 13
Key roles in meetings
Chairperson
It is the chairperson’s responsibility to ensure the meeting’s purpose is achieved
There are two ways the Chairperson can attain their position, they can either be elected or they can be appointed
The position is also chosen based on experience, responsibility or seniority.
Slide 14
Key roles in meetings
Chairperson
Some of their key responsibilities include:
They liaise with the secretary regarding the next agenda and contribute to its final copy
They ensure that the minimum number of people are present so that the meeting can take place
They open the meeting by welcoming participants
They make sure someone is taking the minutes.
Slide 15
Key roles in meetingsChairperson
Attempt to move the meeting along at a timely and orderly pace by:
Ensuring speakers direct questions to them
One person speaks at a time
Speakers only speak once on a motion
Speakers remain focused on the topic of discussion
Make certain that motions are properly moved and seconded
and that is recorded by the minute taker
Remain objective when someone is stepping out of the
guidelines or not addressing the issue in question
Set the date, place and time for the next meeting. Slide 16
Key roles in meetings
Secretary
The secretary’s position is integral to the efficient functioning of a meeting.
Their duties are numerous and their tasks can be broken down into:
Before the meeting
During the meeting
After the meeting.
Slide 17
Key roles in meetings
Secretary
Before the meeting taking place, they will be responsible for:
Drawing up the agenda and sending out notices of meetings
Preparing items and organising correspondence
Ensuring there is enough seating.
Slide 18
Key roles in meetings
Secretary
During the meeting, they will be responsible for:
Taking a record of who is present, absent and reading out apologies for those absent
Read out the minutes from the previous meetings and any correspondence as a result of previous minutes
Take notes and minutes
Action incoming and outgoing correspondence.
Slide 19
Key roles in meetings
Secretary
After the meeting, they will be responsible for:
Writing up the minutes from the previous meeting notes
Following up on any correspondence
Completing any tasks given from the meeting
Preparing for the next meeting.
Slide 20
Key roles in meetings
Treasurer
A treasurer is in charge of ensuring the finances of the organisation are kept in order.
They must:
Ensure bills are paid
Confirm income is deposited into the bank
Report to the meeting on issues of finance
Provide participants with an financial position.
Slide 21
Participants in meetings
When deciding on the people who are to be invited to a meeting there are a number of questions that must be answered.
Is this person required to play an active role in the meeting – speak, share information or make a presentation?
Are the meeting topics relevant to the person?
Does the person need to be actually at the meeting to receive the information or can it be delivered to them in another format?
Slide 22
Types of meeting
There are many types of meetings, each designed to meet the requirements of the:
Persons attending the meeting
Availability of participants
Location of the meeting
Time frame and budget
Information being presented
Formality of the meeting.
Slide 23
Types of meeting
There are many types of meetings, normally dependent on who the participants are.
Some different types of meetings include:
Quick business meetings
“Stand-up” meetings
Business meetings.
Slide 24
Types of meeting
Some different types of meetings include:
Staff meetings
Management Team meetings
Interdepartmental meetings
Coordinating meetings
Board meetings.
Slide 25
Types of meeting
Some different types of meetings include:
Team building meetings
Project Team meetings
Creative product development meetings
Community meetings
Conferences and Retreats.
Slide 26
Styles of meeting
The style of a meeting normally refers to the location or layout of a meeting.
It is aimed around the level of interaction and passing of information within the meeting.
Meeting styles will normally include:
Round table
Lecture
Seminar
Conference.
Slide 27
Styles of meeting
Meeting styles will normally include:
Congress
Exhibition or trade show
Workshop
Training course
Promotional event
Telephone conference call
Video conference.
Slide 28
Frequency of meeting
Since a meeting can be held once or often, the meeting organizer has to determine the repetition and frequency of occurrence of the meeting.
Frequency of meetings, normally comprise of:
A one-time meeting
A recurring meeting
A series meeting.
Slide 29
Formality of meeting
Formality of meetings will normally dictate:
Attire to be worn at the meeting
The structure of the meeting
Style of presentations and information to be given
Conduct
Budget and planning
Catering.
Slide 30
Organisational requirements of meetings
Each business will have their own policies and procedures in relation to:
When meetings are scheduled
Who is required to attend
The style and format
The required action of participants
Confidentiality of information.
Slide 31
Arrange meetings
Once the type, style and formality of meeting has been identified, the arrangements must be made to ensure the meeting is conducted in a professional and effective manner
The aim of arranging meetings is to enable all participants within the meeting to be able to undertake their role in a manner that is streamlined, with all necessary tools at their immediate disposal.
What do you need to arrange for a meeting?
Slide 32
Arrange meetings
Activities to be performed when arranging meetings
Identify meeting leader or organiser
Identify date, time and location
Book meeting facility
Identify budget.
Slide 33
Arrange meetings
Agenda and meeting information
Accommodation options
Transportation arrangements or options
Background information on city or country
Weather information
Direction to the venue
Slide 34
Event schedule
Names of participants
Background information on the company or topics for discussion
Dietary requirements.
Prepare information & agenda
Arrange meetings
Notify people
Organisers
Catering staff
Participants
Suppliers
Meeting room co-coordinator
Media.
Slide 35
Arrange meetings
Arrange venue layout
Tables and Chairs
Surrounding furniture
Stage
Signage
Aesthetics.
Slide 36
Arrange meetings
Arrange Equipment
Computers
Printers
Scanners
Photocopiers
Telephones
Teleconference equipment
Video conference equipment.
Slide 37
Arrange meetings
Arrange Equipment
Data Projector and screen
Audi Speakers
Internet connection or ‘wifi’
Microphone (cordless or fixed)
Microphone stand and speakers
Whiteboards and electronic whiteboards.
Slide 38
Arrange meetings
Arrange Equipment
Flip charts, large paper sheets and pens
Lectern including light
DVD Player and TV screen
Lighting
Camera and video player.
Slide 39
Arrange meetings
Arrange stationery
‘Stationery kit’ which comprises a ruler, pencils, pens, scissors, highlighters, glue, pins, ‘blue tak’ calculator, laser pointer, whiteboard markets, eraser, stapler, staple remover and hole punch
Pens and pads
Name badges
Place settings
Water glass
Mints.
Slide 40
Arrange meetings
Arrange catering Catering staff Glassware, crockery and cutlery Service area Service equipment Clothes and trays Food Timing of meals Special requests of dietary requirements Menus Cash lists, registers and cash float if
items are to be sold.
Slide 41
Arrange meetings
Specialised meeting staff
Welcoming staff
Meeting organisers
MC – Master of ceremonies
Language translator
Photographer
Audio and visual expect
Computer technician
Catering staff.
Slide 42
Develop agenda
An agenda is simply a list of things to be discussed at a meeting
Most agendas take the shape of a one-page document and are given out to the expected participants, prior to the meeting
In informal meetings, quite often the agenda is handed out prior to the commencement of the meeting.
Slide 43
Types of agendas
Informal agenda
An informal agenda may include the following:
Title stating name of meeting
Date of meeting
Time of meeting
Place of meeting
Objectives of the meeting
A list of participants, their title and position
A list of topics for discussion.
Slide 44
Types of agendas
Formal agenda
The opening stage
Apologies received – for those who are absent
A section confirming the acceptance of previous meetings
Most have a section known as ‘Business Arising’ from previous meeting
Correspondence
General business
Date for next meeting
Closing time of meeting.
Slide 45
Preparing of agendas
Contact the Chairperson of the meeting
Identify topics for discussion at the next meeting
Note the topics on the agenda
Confirm all agenda topics and sequence order
Confirm participants to be invited
Obtain participant contact details, addresses and or email numbers so that the agenda can be distributed prior to the meeting.
Slide 46
Preparing meeting papers
The success of a meeting comes down to planning.
As actual meeting times are quite restricted, all participants must be aware of, in advance:
The purpose of the meeting
Any background information
Topics for discussion
Their role in the meeting.
Slide 47
Preparing meeting papers
Preparing and distributing meeting papers
In order to prepare participants you may be required to:
Prepare agenda
Prepare presentations
Prepare background notes
Give to staff, suppliers and other interested parties
Give to participants.
Slide 48
Preparing meeting papers
Confidentiality of information
In many cases, any information that is to be given to participants, is confidential and not for distribution or viewing to anyone.
This may include:
Strategic plans
Financial information
Information about customers
Staff movements
Salary information
Operational matters
Marketing and promotional materials. Slide 49
Element 2:
Conduct meetings
Slide 50
Conduct meetings
Performance Criteria for this Element are:
Chair meetings in accordance with enterprise procedures and meeting protocols
Encourage open and constructive communication
Reach agreement with meeting participants on meeting goals and conduct
Present information and ideas clearly and concisely.
Slide 51
Conduct meetings
Performance Criteria for this Element are:
Give all participants the opportunity to contribute
Manage meetings to maintain focus on agreed goals
Conduct meetings within agreed times, or adjust times with the agreement of participants
Record the minutes of meetings accurately, where appropriate.
Slide 52
Chair meetings
Whilst meetings are extremely valuable and effective avenues in which to share information, make decisions and agree on strategies that will shape the future direction of a business
It is vital that they are well managed
Most meetings will have a person running it
This is normally the person who called the meeting in the first place
This person will assume the role of the ‘chairperson’ regardless of whether they give themselves the title or not.
Slide 53
Chair meetings
The role of the Chairperson
In essence it is their role to ensure:
The meeting stays on track
The agreed topics are discussed and auctioned
All participants have an equal opportunity to contribute.
Slide 54
Chair meetings
By adopting the following concepts, the chairperson can help to conduct a meeting in an effective manner:
Be prepared
Use and follow the agenda
Keep track of time
Include people
Get feedback.
Slide 55
Chair meetings
Meeting flow chart
There is a common meeting flow chart that is used to ensure all aspects of a meeting are covered including:
Open the meeting
Apologies
Minutes of the previous meeting
Business arising from the minutes.
Slide 56
Chair meetings
Meeting flow chart
Correspondence
Reports
General business
Any other business
Closing meeting.
Slide 57
Opening meetings
Always start on time and state that sticking to the agenda and its timeline is important
Welcome attendees and thank them for their time
Make introductions
Clarify your role in the meeting
Review the agenda
Allocate someone to take minutes
Start the meeting in a positive and enthusiastic manner.
Slide 58
Maintaining control
The three most common reason meetings get out of control are:
Disagreements and differences of opinion when making decisions
Talking about topics that are not relevant
Spending too much time on a particular agenda item, at the expense of other items.
Slide 59
Open and constructive communication
Meetings are only as good as the ideas that the participants bring forward
Great ideas can come from anyone in an organization, not just its managers
It is no point having people attend meetings if there are not able to express their views, opinions or suggestions
As the chairperson, it is your role to ensure everyone is given a fair opportunity to participate in meetings.
Slide 60
Open and constructive communication
Confidentiality
Many people generally have reservations about being honest and open if they know what they say is relayed to others after the meeting
Critical comments, may be an important aspect of a meeting topic and the basis for ways to improve performance
They are vital to a meeting and should be encouraged
Establish a ground rule in relation to confidentiality.
Slide 61
Open and constructive communication
Meetings are the most common place to address problems that exist in the workplace
In order to find a suitable solution, it is important to understand the causes and why things were said, or done in a certain way
Focus on problem, not to lay blame
Concentrate on facts not emotions
Focus on finding a solution.
Slide 62
Meeting conduct
One of the initial important tasks of a chairperson is to ensure that all meeting participants understand, accept and respect the goals of the meeting and conduct that is to be expected.
How can you do this?
Slide 63
Meeting conduct
Establish ground rules
Four simple ground rules are:
Allow people to participate
Focus on the topic
Maintain momentum
Try to reach closure.
Slide 64
Meeting conduct
Communicating ground rules
In order for people to remember the ground rules the chairperson may decide to:
List your primary ground rules on the agenda
Review them periodically or when new participants come to meetings
Keep the ground rules posted on documents.
Slide 65
Meeting conduct
Appropriate behavior
The type of behaviour that should be encouraged includes:
Listening effectively and actively to others
Being open to other’s suggestions
Ensuring that everybody is clear about what is being said and expected
Mediating to ensure that amicable solutions are reached
Negotiating issues so that all participants feel a consensus has been reached.
Slide 66
Meeting conduct
Inappropriate behavior
The type of behaviour that should be discouraged includes people who:
Interrupt
Domineer proceedings
Manipulate a group.
Slide 67
Present information and ideas clearly
As the meeting commences, each agenda item will be introduced, discussed and actioned.
Each agenda item must be discussed:
In a clear and concise manner
With an agreed outcome
In the allocated time.
Slide 68
Present information and ideas clearly
What is a motion?
A motion is normally a one-sentence statement that specifies the issue to be discussed
After the issue is discussed participants are asked to vote on it
These two processes together make a motion.
Slide 69
Present information and ideas clearly
Different types of motions
There are two main types of motions:
Independent
An independent motion will deal specifically with the business raised at the meeting
Procedural
These motions generally relate to procedures as opposed to a direct agenda item.
Slide 70
Present information and ideas clearly
Points of order
A point of order can be called when it is thought that the person speaking is:
Not adhering to the topic
Speaking out of turn
Taking too long to address the point.
Anyone can call a point of order – even while the person is speaking.
Slide 71
Present information and ideas clearly
Amendments
An amendment is simply an adjustment to a motion, it needs to be moved and seconded because it is a small change
The purpose of amendments is to clarify or improve the motion.
Slide 72
Present information and ideas clearly
Order of debate
After the motion has been accepted, those people responsible for moving and seconding the motion are given the first right of reply in that order
They can choose to speak or they can decline or they can ‘reserve’ their right to speak
Then the Chairperson opens up the floor for debate by asking if anyone else would like to contribute to the discussion
If other participants decide to speak then once they have finished the Chairperson again offers the floor to the mover by offering them the right to reply.
Slide 73
Present information and ideas clearly
Reaching a solution
Where possible, as the Chairperson, you should try to ensure that:
All relevant information has been discussed
Everyone has had the opportunity to contribute their information, ideas and recommendations
A solution can be reached.
Slide 74
Equal opportunity to contribute
The reason people have been invited to attend a meeting is because they have something important to contribute.
This contribution could come in the form of:
Making a presentation
Providing expert advice
Providing feedback or suggestion
Providing criticism
Providing acceptance and approval.
Slide 75
Equal opportunity to contribute
Fair and equitable opportunity to contribute
Refer to the ground rules, which should include guidelines on listening and allowing others to speak
Allocate times for each person to contribute
Provide small group opportunities that afford more people the chance to speak
If a person is constantly interrupting, whether on purpose or unintentionally, handle the situation in private.
Slide 76
Maintain focus in meetings
In essence a meeting is a ‘controlled conversation with a purpose’.
Many meetings can go off-course due to:
Topics taking longer to discuss
Differences of opinion being discussed and debated for longer than expected
New topics introduced.
Slide 77
Maintain focus in meetings
Common deviations away from meeting focus
Social conversations:
Topics that are of a social nature or not relevant to the meeting should be stopped in an appropriate manner
Quite often they can be discussed before a meeting commences or after a meeting concludes.
Slide 78
Maintain focus in meetings
Common deviations away from meeting focus
Reaching a decision:
A common decision making strategy could include:
Define the problem or situation
Define criteria to submit information or input
Generate alternatives
Evaluate alternatives
Vote or seek agreement on a course of action
Construct a strategy or implementation plan
Allocate or assign tasks to relevant participants.
Slide 79
Maintain focus in meetings
Common deviations away from meeting focus
Presentations taking too long
It is not uncommon that a person making a presentation takes a lot longer than anticipated.
Solutions include:
A formal or friendly reminder
Use of ‘time remaining’ cards
Clock or timer depicting end of scheduled time.
Slide 80
Maintain focus in meetings
Common deviations away from meeting focus
Differences of opinion
You may wish to:
Identify a time frame for discussion before a decision is made or voted on
Allocate a specific time period for each person to contribute
Direct the conversation, by dictating questions to specific people to either deviate discussions away from domineering participants or to involve passive people.
Slide 81
Maintain focus in meetings
Common deviations away from meeting focus
New topics introduced
The options to take include:
Allow discussion of the new topic
Table it for discussion at the end of the meeting in ‘other business’ if time allows
Table it for discussion in a new meeting.
Slide 82
Conduct meetings within timelines
It is important that the original meeting topics, as identified in the agenda, be introduced, discussed and acted upon within the predetermined time frame
One of the most difficult tasks a Chairperson has is time management.
Slide 83
Conduct meetings within timelines
Time management techniques
Only include items that are required in meetings
Allocate tasks to be completed before meetings
Start on time and end on time
Allocate and notify times
Ask participants to help with time management
Allow time to decide
Allocate to new meeting.
Slide 84
Closing meetings
When closing a meeting: Thank the participants for their time and valuable
contributions
Summarise the meeting topics
Review actions and assignments
Clarify that meeting minutes or actions will be reported. Explain the process
Set the time for the next meeting and ask each person if they can make it or not
Try to end on a positive note
Always end meetings on time.
Slide 85
Record minutes of meetings
One of the key requirements of any meeting is to record minutes
Minutes are a written record of what was discussed, agreed and actioned
They provide participants with a tangible record of events resulting from the meeting.
In essence minutes can be likened to a photocopy of the meeting.
Slide 86
Record minutes of meetings
Informal minutes
A very informal meeting may only include the following:
Outcomes or conclusions reached
A list of intended actions
The name of person responsible for that action
A brief dot point of items thatremains unresolved.
Slide 87
Record minutes of meetings
Formal minutes
In contrast to these, informal minutes, detailed minutes should include the following:
Date, time and location of the meeting
Objectives of the meeting
List of participants
Items discussed, comments, person’s name and what they said.
Slide 88
Record minutes of meetings
Formal minutes
Names and types of votes
Outcome of votes
List of assigned tasks will appear
Expected results and a timeline
List items that were not discussed and reasoning.
Slide 89
Record minutes of meetings
Verify minutes
Minutes of the meeting are often taken by a different person, than the Chairperson
Check for accuracy
Check against personal notes taken
Discuss differences with note taker
To ensure accuracy, confirm minute meetings with another participant at the meeting.
Slide 90
Element 3:
Debrief and follow up meetings
Slide 91
Debrief and follow up after meetings
Performance Criteria for this Element are:
Process and distribute documentation from meetings
Inform colleagues regarding the outcomes of meetings
Incorporate work resulting from meetings into the current work schedule with tasks and actions prioritized, as appropriate.
Slide 92
Process and distribute documentation
Once the meeting has finished it is important to ensure the momentum gained during the meeting doesn’t diminish once the meeting is over
It is important to keep the momentum strong, especially in the immediate aftermath of the meeting
The discussions and agreed solutions are still fresh in everyone’s mind.
Slide 93
Process and distribute documentation
Process documents
Documents that need to be prepared include:
Minutes of the meeting
Copies of presentations
Copies of background information
Course of action and responsibilities
New information to help participants achieve allocated actions
Agenda for next meeting.
Slide 94
Process and distribute documentation
Distributing documentation
The most common methods to distribute documentation include:
Delivered personally
Internal mail
Courier.
Slide 95
Process and distribute documentation
Acknowledge receipt of documentation
Regardless of the method chosen to send documents, it is important that the sender follows up to ensure:
The documents have been received by the correct person
The person understands what is required of them.
Slide 96
Inform colleagues of meeting outcomes
Meetings normally incorporate key decision makers, including managers and supervisors, of:
A department
An outlet of a department
An area of responsibility not contained within its own department
An activity.
Not everyone is invited to a meeting.
Slide 97
Inform colleagues of meeting outcomes
Meetings normally just include just key decision makers as it would be impractical or poor time management to have all staff at every meeting
Therefore any information or actions that are discussed or agreed within meetings, that impact the operations and the way staff conduct their activities, must be communicated in a timely manner.
Slide 98
Inform colleagues of meeting outcomes
Types of information
There are endless types of information that must be communicated to staff, through managers and supervisors, including:
Upcoming events
Customer information
New policies and procedures
New products and services
Customer comments
Staff movements
Operational issues.
Slide 99
Inform colleagues of meeting outcomes
Types of action
Whilst most communication required to be known by other managers, supervisors and staff is information, at times there are direct actions that need to be taken, either:
Directly by management or supervisors
Through staff in consultation and direction by management and supervisors.
Slide 100
Inform colleagues of meeting outcomes
Types of action
Some types of action that must be communicated for implementation include:
Conduct research
Prepare a presentation
Prepare a strategy or action plan
Implement action
Act on information.
Slide 101
Incorporate into work
Implement information and actions
When implementing information or actions it is essential that the person who will be doing the implementing have the necessary resources to do so successfully, including:
Responsibility
Notification to others of that person’s duties or level of responsibility and authority.
Slide 102
Incorporate into work
Implement information and actions
Accurate instruction
Adequate training
Necessary resources
Sufficient time
Constant feedback and communication.
Slide 103
Incorporate into work
Monitor information and actions
When any information or action requires incorporation in the workplace, it is essential that management constantly monitor to ensure that it takes place:
In its intended method
To achieve the intended outcomes
Bring about a positive and beneficial impact on operations.
Slide 104
Incorporate into work
Obtaining feedback from staff
It is even more important to get feedback from those actually implementing the changes to:
See how improvements can be made
Monitor success
Provide support and commitment.
Slide 105
Incorporate into work
Report information and actions
More often than not, managers are required to report back any progress or feedback relating to any new actions or information incorporated into the workplace
By undertaking constant monitoring and collecting valuable feedback from staff, the information to be prepared and presented in the next meeting will be very valuable.
Slide 106
Conclusion
In this subject we have explored all the steps involved in:
Preparing for a meeting
Conducting a meeting
Communicating meting information
Implementing activities resulting from meetings.
Meetings are a very important aspect of allbusinesses and when used correctly, is thegreatest avenue to share information and to develop plans for business success.
Slide 107
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