module 3. Practice Negotiation Skills.pdf

8/11/2019 module 3. Practice Negotiation Skills.pdf

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MODULE 3

NEGOTIATION

SKILLS

ASIAN ACADEMY OF BUSINESS AND COMPUTERS

ENG 111. ENGLISH COMMUNICATION SKILLS 1

COMPETENCY-BASED LEARNING MODULE ON

PRACTICEDEV ELOP AND

By:

RIZZA R. RENOMERONNational Assessor for VG NC IIICA-VGD0313140909003

SHERYL R. MORALESNational Assessor for BKP NC III

CA-BKP0313140911226


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MODULE 3

NEGOTIATION

SKILLS

Information Sheet 1 TELEPHONING

Information Sheet 2 PRESENTATION

Information Sheet 3 MEETINGS

Information Sheet 4 NEGOTIATIONS

DEVELOP AND PRACTICE

Module 3 Develop and Practice Negotiation Skills


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MODULE TITLE DEVELOP AND PRACTICE NEGOTIATION SKILLS

Description: This module covers the knowledge, skills and attitudes required in

Course Objective: At the end of the course, the student will be able to develop

comprehension skills in telephoning, presentation, meetings and

CONTENTS:Information Sheet 1 Telephoningg

Telephone B asics Telephone Etiquette The Phone Call and Customer Service

Verbs

Information Sheet 2 Presentation

Oral Presentation

Information Sheet 3 MEETINGS

Information Sheet 4 Negotiation

developing and practicing in negotiations. Negotiation is done at all

negotiations

W ritten Presentation

Types of Meetings Planning and R unning a Meeting

Negotiation Principles

Stages in Negotiation Process

Languages of Negotiation

Self Check 1

Self Check 2

Self Check 3

Self Check 4

times whether in oral or written.

ASIAN ACADEMY OF BUSINESS AN D COMPUTERS

Module 3 Develop and Practice Negotiation Sk


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1.1 Telephone Basics

You are probably used to making informal calls to family and friends. When

making calls to companies, however, some special rules and conventions apply. On

this page we explain how to call someone in a company that you do not know

personally (the most common kind of formal call made by students) and give you

some models and language that you can use.

General rules

When making a formal call, three rules should influence your choice of words Be brief. !o not waste the receiver"s time.

Be clear. #xplain the background and purpose of your call.

Be polite. $ecogni%e the receiver"s point of view.

&hese rules can sometimes conflict. 'f you are too brief, you may confuse the

receiver or appear impolite. &ry to balance the three rules.

Making a call to someone you do not know&he most difficult calls to make are calls to people that you do not not know.

sually, the purpose of your call will be to make a reuest for information or a

meeting. &his kind of call can be divided into sections according to the function

each serves

*ocate the person

+ake reuest

+ake arrangement

lose the call

'n the following examples, we will imagine that you are calling +r. *au to arrange

a visit to his office.

INFORMATION SHEET 1

TELEPHONING




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Locate the person

'f the person you want to speak to answers the call, this part is simple. 'f the

receiver gives her name when he answers your call, you can skip to the next

stage. 'f the receiver does not give his name, you can confirm that you have

the right person -ee example below

Hello, is that Mr Lau?

+ore often the number that you have will connect you to an operator or

secretary. 'n this case you will have to ask to speak to +r. *au

Hello, I'd like to speak to Mr. Lau Kam-cheong, please.

'f +r. *au is not available, you will need to find out when you can speak to

him

Could you tell me when he will e a!ailale?

'f the person you are calling has a busy schedule, you may have to call

several times. When you are finally connected, it is best to pretend that this

is your first call. !o not mention how difficult it was to make contact

-ometimes, you will not know the name of the person who might be able to

help you. 'n this case, you can state your reuest and then say

Could you put me through to someone who might e ale to help me?

*ocating someone at a company can be frustrating if you are passed from

person to person. &ry not to let your frustration show

Make request

+aking a reuest involves three stages introducing yourself, giving

background, and making the reuest itself.

'ntroduce yourself by giving your name and explaining who you are

I'm ...., I'm a "irst-year student at Hong Kong #ni!ersity....




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'f you have been given the receiver"s name by someone else, you should alsomention this

Mr. Chan "rom $urasia %roducts suggested that I call you....

/ive the background to your reuest by explaining why you are making it

I'm doing a pro&ect on work eperience and I need to arrange a !isit to a

company in your "ield....

+ake your reuest politely and clearly. +ake sure that the receiver knows

exactly what agreeing to your reuest will involve how much of her timewill it involve and what will she or her staff will have to do

I wonder i" I could pay a !isit to your o""ice "or an hour or so sometime in

the net two weeks, to talk to one o" your sta"" aout....

Make arrangement

'f the person you are calling agrees to your reuest, it is important to make a

clear arrangement. 'f you are arranging a meeting, for example, arrange thetime and place and make sure you know where to go and what to do when

you get there. +ake a note of all the information so that you do not need to

call back again to find out something you have missed.

'f the person you are calling cannot agree to your reuest, he may modify it.

*isten carefully and try to fit in with his schedule.

'f the person you are calling cannot agree to your reuest at all, ask if he

knows someone else who can help

(o you know anyone else who might e ale to help me?

Whether the receiver can help you or not, thank her and close the call

politely.




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Close the call

0s the caller, it is your 1ob to close the call when you have got the

information you need. nless the receiver shows that he wants to talk, it is

not polite to chat once your business is finished. 'f there is a difficult silence

at the end of the call, it is probably because you are not doing your 1ob of

closing the call. You can do this by confirming the arrangement

)o, I'll come to your o""ice on Monday at *+....

thanking the receiver,

hank you !ery much "or your help....

and saying goodbye

oodye....

'n each case, wait for the receiver"s response before you go on to the next

stage. Wait until you have heard the receiver say goodbye before you hang

up.

lose the call extracts




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1.2 Telephone Etiquette

0 phone is ringing somewhere in your office. 2y the third ring the call should be

answered. 2&3 before you pick up that phone

4. lear your mind of all but the task at hand 5 responding to the caller.

6. 7repare your phone voice

8. 0nswer by the 8rd ring

9. Offer your standardi%ed greeting.

:. 2e prepared before you respond.

;. &reat the caller with respect< be efficient, effective, empathetic and responsive.

Clear Your Mind of all but the Task at Hand Responding to the Caller

&here=s nothing worse than trying to carry on a conversation with someone

who is reading their emails, looking at documents or distracted with

something other than your conversation. You can always tell< there=s anextended pause in the conversation while you wait for a response but, they

have none because they were looking through a maga%ine while chatting on

the phone. 't=s frustrating, it=s rude, it makes you feel unimportant and they

are likely to miss important information for lack of focus.

Be present with your caller

2eing present reuires >O-. Your center of interest should be on the

caller and their conversation. 0llowing distractions can result in important

information being overlooked or worse, the caller identifies you as a poor

provider of customer service and tells others.

Hints: &urn away from your computer and desk when you answer the phone

7ut down your reading material.

>ocus your attention on the caller

&ake the gum out of your mouth




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?o drinking or eating during the conversation

Prepare Your Phone oice

@ow you handle yourself on the phone reflects not only on you, but also

your company. You see it over and over. -omeone talking on the phone

forms an opinion of the person with whom they are talking based on the tone

of their voice, their language skills, etc. 't may not be fair, but it happens.

0ccording to Aohn $obertson of #B'?# Crticles, within ;D seconds people

will make assumptions about your education, background, ability and

personality based on your voice alone. What reputation do you want to

buildE What impression do you want to makeE

!o you sound like this on the phoneE

7ay attention to

F What you want to say.

F @ow you want to say it.

Your voice is very important to your career and your personal life. When

you are talking GHI of the listener=s opinion of you is based on how you say

it according to $obertson. &hat means that only 48I remains to make a

positive impression about what we are saying. 7ro1ect a tone that conveys

enthusiasm, confidence, friendliness and attentiveness.

!id you know, when you smile while you are talking it comes across in your

voiceE *et your personality shine through on the phone.

Hints: &ake a deep breath before you pick up the phone

-mile before you speak

0ssume your speaking voice, controlling speed, tone and volume

-peak clearly,




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Prepare to !ffer Your "tandard #reeting

YO, @ey, Wha%%%%up may be the normal greetings you would expect to hear

in the academic setting if you are calling the dorms but they are not

generally accepted telephone etiuette for niversity offices. $emember the

GHI ruleE +ake a good first impression with an effective, efficient greeting.

'dentify your company, then, identify yourself. Or you may name your

department (+usic !epartment), your name (/lenn ampbell). 't should be

crisp, clean and gives all the information the caller can handle at this point in

the call. 0dding phrases such as Jgood morningK, Jhow may ' help youK are

ok so long as you sound like you mean it. #laborate, drawn out greetings are

distracting and time consuming. You can lose your caller before the

conversation begins.

Be Prepared Before You Respond

2e prepared to answer the phone. 't=s not an interruption, it=s your 1ob. @ave

pencil and paper ready< prepare mentally to be present with the caller. Writedown the caller=s name immediately. 'f the caller doesn=t identify him or

herself 5 ask for a name3 J+ay ' say whose callingEK Jould ' have your

name pleaseEK JWith whom am ' speakingEK 0ll are polite, appropriate

ways to get the caller=s name. se their name freuently throughout the

conversation. se all of your listening skills, focus your attention on the

caller, speak calmly and choose your words. 2e careful to avoid 1argon or

acronyms not universally familiar.

Hints: *isten not only to what the speaker is saying but to their unspoken

thoughts as well. What is it this person isn=t saying that is important to

the

conversationE

2e sure to get clarification. J'f ' understand you correctly3K, J-o you

are

saying that3K J&his is what ' understand you are telling me3K




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1. The phone call and Customer !er"ice

Treat the Caller with Respect$ Be %fficient& %ffecti'e& %(pathetic andResponsi'e

) *orbidden Phrases4. J' !on=t LnowK

6. J'MWe an=t !o &hatK

8. JYou @ave &oK

9. JAust a -econdK

:. J?oK

2e positive, a problem solver, honest and helpful.




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Proble( Callers

7roblem callers don=t usually start out that way. -omething happens to make

them go ballistic. ustomers have an expectation of how they ought to be

treated and if you fail to meet that expectation, they become agitated. When

you get a caller on the phone who is getting agitated

+isten,

0llow them to vent. -tay calm and be sincere. $emember the GHI rule 5 if

you aren=t sincere the caller will know immediately. !on=t 1ump in, even if

you have heard the same thing 4D times. &he caller will be offended. 0

sincere voice will have a calming effect on the caller. 'f you become upset or

defensive you will make a bad situation worse.

Hints: !on=t overNreact to trigger words. allers will often try to push your

buttons.

*isten completely to the complaint, allow the caller to vent. Only when

they are finished should you comment.

'f the call is longNdistance you might offer to call them back to avoid phone

charges. &his can have an immediate positive impact.




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%(pathi-e,

0cknowledge their feelings. J' can hear that you are upset by thisK or J' can

tell this situation is upsetting youK.

Hints: &o help with this process, keep family pictures in your work area.

7retend you are talking to someone you know and like while you are

working with your caller.

>orce yourself to focus on solving the problem rather than

internali%ing the caller=s attacks.

!on=t blame anyone for the problem, no matter who is at fault. 't=s

counter productive to resolving the issue.

.pologi-e,

't doesn=t matter who=s at fault. 0nyone who has been inconvenienced wants

an apology. You don=t have to agree with the caller, but should express

regret that there is a problem. #mpathi%e with the person=s feelings andapologi%e, sincerely3 J'=m really sorry this happenedK. This (akes thecaller feel that you ha'e aligned with the(, 't=s hard to be upset withsomeone who is sympathetic and trying to help.

Hint se the person=s name a lot and apologi%e freuently.

"ol'e the proble(, -uggest agreeable solutions. 0sk how you canhelp and if it=s reasonable, do it< if not, find a compromise. +ake sure

something is done.

&ake it upon yourself to ensure the customer gets some satisfaction.

Hints @andling difficult customers isn=t easy. $emembering the /olden $ule,

J!o unto others as you would have them do unto youK, and putting it into

action with difficult customers, will help increase your 1ob satisfaction.

7araphrase the problem and repeat it to the caller 5 get clarification before

offering solutions.




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Work with your managers to streamline officeMdepartmental procedures sopeople who answer the phone are empowered to solve the customer=s

problem.

7icture how good it feels to solve a problem and send someone away

satisfied. 't makes your whole day better.




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"creening Calls

-creening calls is often an unpleasant part of the 1ob. 2ut it is sometimes

necessary because the person for whom you are screening does not always

have time to talk or want to talk to the caller. Ley to handling these

situations is considering the JavailabilityK of the called party. 'n order to

keep a caller from being irate over not finding the person they are calling

available to them, try seuencing the uestions to avoid a conflict.

-ample onversation

$eceptionist J2ookkeeping, Aames -tewartK

aller J's +s. -tell availableK

$eceptionist J'=m sorry, +s. -tell is unavailable at this time, may '

take your name and number and have her return your

callE Or may ' help youEK (?ote you have given the

caller the expectation a phone call will be returned but

also offered immediate assistance if desired.)

aller J&his is -am !avis, would you please tell her ' called,she has my number.K

$eceptionist J+r. !avis, she has asked me to interrupt if you should

call, so

please hold while ' tell her you are on the line.K (@ad +r.

!avis not been someone who should be passed through

you have left no room for doubt about

Hint @ave a list of callers for whom you should always interrupt




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Placing Callers on Hold

&he other line is ringing, and you are anxious to answer3reuiring you to

put your current caller on @old 5 it=s a necessary evil. We all hate being on

@old. -o when it=s necessary to place a caller on @old, check with them first

to determine if they

canMwant to @old. /.0T for an answer. $emember back when we talkedabout Jbeing presentK with your callerE 'f you are present with your caller it

is only polite to let them decide if they will @old, go to voice mail, or call

back. @andle your current caller before you rush off to another3first come,

first serve. the availability of +s. -tell.)

Once you have placed a caller on @old, check back every 4:N8D seconds to

update them. &hank them for holding and be as specific as you can about

how much longer you expect to keep them on @old. #ach time allow them

the opportunity to decide if they would like to continue @olding.

Transferring Calls

When the caller needs to be transferred, be polite and ask if they would like

to betransferred. 0sk the caller for their number in case you lose them

during the transfer. /ive the caller the name of the person to whom you are

transferring them along with their number in case the call does not go

through or in case they would like to call later. 'f at all possible, stay on the

line until the transfer is complete.

'f you have a frustrated caller who has been transferred several times

already, do not transfer the( again. &ake ownership of their situation. allthe appropriate party< ensure they have a solution to the situation, only then

should you transfer the caller. 'f you don=t know how to fix the situation,

take the caller=s name and number, find the appropriate person and have

them return the call. heck back to make sure the caller=s situation has been

resolved. &he caller will always remember your kindness and will tell others

about your terrific customer service skills.




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Hints: &reat the caller as you would want to be treated

*ook at those pictures in your work area< help the caller as if they

were

family

+ake it your goal to call them back within 9 hours if you have to do

research to help them with their situation

Taking Messages

When taking a message for someone else, be sure you get the following

information recorded

4. &he caller=s name and companyMdepartment

6. &he correct spelling of the caller=s name, date and time of the call

8. omplete telephone number

9. 2rief explanation for call.

2e sure to verify this information with the caller to make sure you have

taken the message correctly and give himMher the opportunity to check whatthey told you.

Hints'f someone is covering the phones for you, pick up your messages when you

return. !on=t wait for them to come to you.

oice Mail

oice mail can be a very effective tool for communication if it is used

correctly. 'n general people don=t mind getting transferred to voice mail if it

gives them helpful information. Your voice mail message should be short

and to the point. When forced to leave a message, callers prefer to get right

to it, not listen to a longwinded

voice mail greeting. !on=t state the obvious, ('=m away from my desk or on

the other line). -tate your department, your name and leave clear instruction

as to what information you need from the caller such as




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?ame and phone number,

2est time for you to return the call

2rief summary of the reason for calling

Hints:

-ample voice mail J0sian 0cademy of 2usiness and omputersew people can do this

effectively.

(ote cards

+any presenters write down headings and key points on cards orpaper. &hey use them as reminders of what they are going to say.

.d'antages: You will find it easier to establish rapport with theaudience. Your presentation will be structured but you will sound

natural.




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6isad'antages: You may find it difficult to keep within the timelimit. 'f your notes are too brief, you may forget what you intended to

say.

&his is a mediumNrisk strategy used by many experienced presenters

and the one most often recommended. &he disadvantages of note

cards can be overcome if you practice your presentation before you

give it.

O)eread transparencies-ome presenters use their O@&s as notes. &hey use them like note

cards as reminders of what they are going to say. @andouts and

7ower7oint presentations can be used in the same way.

.d'antages: 't is easy to establish rapport with the audience becauseyou are sharing your notes with them. You will sound natural and

your presentation will seem wellNorganised.

6isad'antages: You may find it difficult to keep within the timelimit. Your presentation may be dominated by your O@&s. nless you

are careful, you may find that you are talking to the overhead

pro1ector rather than the audience.

&his is a mediumNtoNhighNrisk strategy. sed well, it can be very

effective, especially by presenters who are used to speaking without

notes.

0"5.+ .06"

isual aids help to make a presentation more lively. &hey can also help the

audience to follow your presentation and help you to present information

that would be difficult to follow through speech alone.




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&he two most common forms of visual aid are overhead transparencies(O@&s) and computer slide shows (e.g. 7ower7oint). Ob1ects that can be

displayed or passed round the audience can also be very effective and often

help to relax the audience. -ome speakers give printed handouts to the

audience to follow as they speak. Others prefer to give their handouts at the

end of the talk, because they can distract the audience from the presentation.

Tips on !HTs

Purpose

&he aim of using transparencies is to support the points you want to make in

speech. &he audience will be able to follow better if they can see your key

points and examples as well as hearing them. O@&s can

$einforce a point you have made

-how what something looks like

'llustrate relationships

-how information patterns 7resent figures or graphs

-ummarise key points

@elp the audience follow passages or uotations you read aloud

O@&s are not the only form of visual aid available to you. >or example, if

you want to show what something looks like, it may be better to show the

audience the thing itself rather than a picture of it.

*esign&o be effective, O@&s must be attractive and easy to read. -ome basic rules

are

se large fonts and images

7resent one key point or example per O@&

se headings and bullet points in preference to lines of text

se strong colours and don"t use too many

se simple graphs in preference to tables of figures


http://ec.hku.hk/epc/presentation/oht.htmhttp://ec.hku.hk/epc/presentation/oht.htm


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7ay attention to layout. se the centre of the O@& rather than theedges

+sing o)eread pro,ectors

Overhead pro1ectors are designed to allow the speaker to pro1ect an image

while facing the audience. &he image may be a picture or graphic, notes

indicating the points you are making or longer texts that you want to read

aloud. Whenever you use an O@&, the attention of the audience will bedivided between you and the image, so there are a few basic rules to follow

+ake sure the image can be seen. 'f possible go to the room in

advance and check that everything on your O@&s can be read easily

from the back of the room.

'f possible, make sure the pro1ector is in a convenient position. !ecide

where you want to stand when speaking and then position the

pro1ector where you can get to it easily. &his will usually be on the

side of your body that you normally use for writing (i.e. your left sideif you are leftNhanded)

Leep your slides in order in a pile next to the pro1ector and put them

back in order in another pile as you take them off the pro1ector.

'f possible, control the lighting in the room yourself so that there is

always a light shining on you. 'f your O@&s are easy to read, you will

not need to turn off the lights.

When you are presenting, avoid looking at the pro1ected image and the

transparency on the pro1ector. 't is a good idea to print out your slides

on paper to keep with your notes so you can refer to them while you

are speaking.

'f you want to draw attention to a point on an O@&, put a pen on top

of it and leave it pointing at the point you want to draw attention to.

!on"t point with your finger because you will have to look at the

pro1ector while you do so.

'f you want the audience to read longer texts on O@&s (e.g. uotations

or tables of figures) give them time to do so. &here is no point in




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putting an O@& on the pro1ector if the audience does not have time toread it.

+ake sure you explain the content and purpose of each O@&.

&he main rule is to use O@&s to support your talk. !on"t let them dominate

it.

O-s and andouts

-ome speakers give handouts for the audience to read while they are talking.

&he advantage of O@&s over handouts is that they focus attention on youand your talk. 'f you want to give a handout, it is often a good idea to wait

until the end of the presentation before distributing it. Often members of the

audience want to note down points from your O@&s. &his can distract them

from following the presentation, so it is a good idea to distribute information

that the audience will want to note down on handout. 0s soon as someone

starts taking notes, tell the audience that they do not need to do so because

they will get the information on the handout.




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"tep 8:'dentify a $eport &opic

"tep 9 nderstand Your 0udience

"tep :>ocus and $efine Your &opic

"tep ;:reate a Working 2ibliography

"tep ):#valuate and -ynthesi%e $esources

"tep :Write the >irst !raft

"tep ?:$evise and #dit the $eport

"tep 8@:ite Your $eferences

2.4 Sections of a report

>ormal reports also take many forms depending on the field and topic. +any

companies and organisations have their own house styles for reports. >ormal

reports are usually divided into sections with numbered headings. 0lthough

report formats vary, most reports contain the following sections.

Title page0part from the title of the report, which should give a clear idea of the topic

of the report, a title page usually includes

Your name and position

&he name of the person or group that the report is addressed to

&he names of anyone else the report is distributed to

&he date




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Contents&he contents page should list the main section headings of the report with

page numbers. 't may also list the tables and figures in the report.

%Aecuti'e su((ary

0 good executive summary allows a busy reader to get the main points of

the report without reading the whole report. 't should be short and should

include

&he purpose of the report

&he problem or issues dealt with and the main points of

discussion

&he conclusions of the report

0ny recommendations made

&he executive summary comes at the beginning of the report, but it is a good

idea to write it after you have finished writing the whole report.

0ntroduction

&he introduction explains the background to the report, its purpose and the

points covered. 0 good introduction will be short and will help to guide the

reader.

Main body

&he main body of the report should contain a clear explanation of what you

have discovered and how you have found it out. 't is often divided intosections with headings that describe the topics covered. 0nother way to

divide up the main body is

ProcedureN what you did *indingsN what you have found out 6iscussionN relating what you have found out to what the reader

already knows




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+any reports contain tables and figures. #ach table or figure should have acaption containing a number and a title. You should only include tables and

figures which contribute to the information you want to convey. 't is not

necessary to summarise all the information in a table in your text, but you

should always explain the main points illustrated in the text following the

table.

Conclusion

&his contains the conclusions you draw from the information presented in

the main body of the report. onclusions should be firmly and briefly stated.You should not introduce new information.

Reco((endations

$ecommendations are suggestions for actions or changes. &hey should be

specific rather than general. 'f the purpose of the report is simply to present

information on a topic for discussion, a recommendations section may not be

necessary.

Bibliography0 report may contain references or recommendations for reading in a

bibliography. 0 bibliography may not be necessary, however. 'n reports, full

references to readings introduced in the text are often given as footnotes.

.ppendices

0ppendices may include tables, texts, graphs, diagrams, photographs,

uestionnaires, etc. You should put these in an appendix when placing them

in the main body of the report would interrupt the process of reading. 'tems

in an appendices should be referred to somewhere in the main body. 'f you

do not need to refer to them in the main body, you might think about

whether you need to include them at all.




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'eport formats

0 formal report should be formatted so that it is easy to read and looks

professional. +icrosoft Word and other wordNprocessing packages can help you to

se attractive fonts and page layouts

'nsert page numbers

0utomatically number headings

!raw tables and figures

0utomatically number table and figure captions and insert

references to them in the text /enerate a table of contents and lists of tables and figures.

2efore you produce your report, spend some time reading the help information

provided with your wordNprocessor to find out how to use these features.

'f you use +icrosoft Word, you may also use a report template, which will give

you a basic layout for a professional report before you start writing.




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0nstructions Co(plete these sentences by filling in the blanks

4. 'n the introduction to TTTTTTTTTT the writer may tell the reader what is

covered, but the beginning of TTTTTTTTTT is much more specific with

background and purpose sections.

6. &he conclusion of TTTTTTTTTT may simply sum up the preceding

arguments, but the end of TTTTTTTTTT is much more specific and often

includes recommendations andMor solutions.

8. &he format of TTTTTTTTTT is much more rigidly constrained than that of

TTTTTTTTTT. &he logical development of material in TTTTTTTTTT must be

rigorously maintained.

9. TTTTTTTTTT uses headings and figures to make contents immediately clear,

and points may be numbered and in note form. TTTTTTTTTT may use some

headings, but numbers are seldom used.

:. 0 bibliography must be included at the end of every TTTTTTTTTT and may

be included at the end of TTTTTTTTTT.

2. reate a written report by choosing a topic below. >ollow the sections of a

written report

4. +any students like you are contemplating systems= certification beyond the

undergraduate degree. What are the most popular, and useful, certification

programs availableE 's it worth the effortE What programs would you

recommendE WhyE

6. +any management information systems (+'-) students wonder whether

basic writing skills will be an important aspect of their 1obs. You=re curious,

too, so you decide to write a report that investigates what +'- 1obs involve.

'n addition, you wonder whether the course reuirements in your business

school serve to prepare +'- ma1ors for the kinds of onNtheN1ob writing they

will do. 0fter you=ve researched and analy%ed these issues, offer

recommendations to fellow students.

SELF-CHECK 2.




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8. Your college has decided to offer each student the opportunity to establish aWeb presence on its server through a personal home page. 0s the head of

media and information technologies, it=s your 1ob to develop clear and

understandable directions for students who want to create their own Web

sitesPwhether they use html or any of the popular WebNpageNcreation

software. 0fter carefully analy%ing your audience=s needs, and investigating

your college=s regulations about content and security, present students with a

set of directions.




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0ntroduction

0 meeting is a gathering of two or more people that has been convened for the

purpose of achieving a common goal through verbal interaction, such as sharing

information or reaching agreement. +eetings may occur face to face or virtually,

as mediated by communications technology, such as a telephone conference call, a

skyped conference call or a video conference call.

&hus, a meeting may be distinguished from other gatherings, such as a chance

encounter (not convened), a sports game or a concert (verbal interaction is

incidental), a party or the company of friends (no common goal is to be achieved)

and a demonstration (whose common goal is achieved mainly through the number

of demonstrators present, not verbal interaction).

ommercially, the term is used by meeting planners and other meeting

professionals to denote an event booked at a hotel, convention center or any other

venue dedicated to such gatherings. 'n this sense, the term meeting covers a lecture

(one presentation), seminar (typically several presentations, small audience, one

day), conference (midNsi%e, one or more days), congress (large, several days),exhibition or trade show (with manned stands being visited by passersNby),

workshop (smaller, with active participants), training course, teamNbuilding session

and kickNoff event.

,8 TYP%" !* M%%T07#

@ow do you know it"s time to call a meetingE What type of meeting is itE What"s

the purpose of the meetingE @ere are some typical situations when a meeting may

be called for. YouDre (anaging a proEect,7ro1ects tend to reuire meetings at various

stages at the beginning, as the pro1ect plan is coming together, and at

regular intervals while the work is being done. &oward the end of the

pro1ect, depending on its si%e, daily meetings could be necessary.

YouDre (anaging people,+any bosses call weekly staff meetings inaddition to weekly oneNonNone meetings with their direct reports. &hese

standing meetings provide a chance to review the work accomplished in the

INFORMATION SHEET 3

MEETINGS




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previous week and look ahead to what will be accomplished in the comingweek. Weekly oneNonNone meetings also give the chance to provide

feedback outside the performance review process.

YouDre (anaging a client,+any types of companies, especiallyprofessional services firms, make presentations to clients N sales

presentations, kickoff meetings, interim status meetings, and final

presentations. Ongoing relationships also typically involve periodic

meetings.

%(ail is getting co(plicated,When an email conversation getsincreasingly complex, it can be time to call a meeting so that the

conversation can take place in spoken words N which can be uicker than a

series of carefully crafted email responses. 0 conference call or an inNperson

meeting may be necessary.

Proble(s are arising,'f a pro1ect is getting off course, interpersonalconflicts are escalating, or any other emergency occurs, it"s time to call a

meeting.

/roups are great at some tasks, like weighing alternatives and generating ideas.

2ut sometimes a meeting is not the best or most efficient way to get something

done. -ome types of work are best done in subcommittees N even subcommittees ofone N then presented to the larger group for review and approval. 0n example is the

group asked to provide comments and suggested changes to a document. 't is said

that a committee can write the !eclaration of 'ndependence, provided they appoint

a subcommittee with &homas Aefferson as chair.

/hat type of (eeting is it&he purpose of the meeting should help determine the appropriate format. 'f it"s to

get clarification on something, a uick uestion at the water cooler or a visit to

someone"s office may take the place of a meeting. &he length and formality of the

meeting will vary depending on how many people are invited, how much notice isgiven, the si%e of the company (larger companies often have more formal meeting

protocols than smaller ones), and who"s leading the meeting. &he basic types of

meetings are as follows.

"tanding (eeting,0 regularly scheduled appointment, such as a weeklyoneNonNone with a boss or a department< or a pro1ect meeting taking place at

intervals until the pro1ect is over. -ince these meetings recur, their format




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and agenda become relatively well established. 0lthough it"s important tohold these meetings at routine intervals for convenience and consistency, at

times they can be rescheduled.

Topical (eeting,0 gathering called to discuss one sub1ect, such as a workissue or a task related to a pro1ect.

Presentation,0 highly structured meeting where one or more people speakand a moderator leads the proceedings. &he purpose is usually to inform.

0ttendees may have an opportunity to ask uestions, but typically their

participation is limited.

Conference,0 highly structured, moderated meeting, like a presentation,where various participants contribute following a fixed agenda.

%(ergency (eeting,0 meeting called to address a crisis, whether internalor external. -uch meetings are often arranged with very little notice, but

attendance is mandatory. 'f the emergency meeting conflicts with another

appointment, the emergency meeting typically takes precedence.

"e(inar,0 structured meeting with an educational purpose. -eminars areusually led by people with expertise in the sub1ect matter.

Fuick business (eetings (1ust to checkNin, coordinate, share info, prepare

for next steps, anticipate customer or employee needs, answer uestions foreach other, etc.)

"tandupG (eetings (no more than 4D minutes to plan the day, makeannouncements, set expectations, assure understanding and alignment,

identify upcoming difficulties, etc.)

Business (eetings (with customers, clients, colleagues, etc.< often reuirepresentations.)

"taff (eetings (to clear calendars, coordinate unit activities, share info, etc.)

Manage(ent Tea( (eetings (to solve problems, make decisions, setpolicy, etc.)

0nterdepart(ental (eetings (to get input, interpret decisions and policies,share info, etc.)




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Coordinating (eetings (to assure all know what=s happening when andwho is responsible.)

Board (eetings (to report results, set policies and directions, scan forneeded changes, etc.)

Tea( building (eetings (to communicate together, resolve conflicts, shareimpressions and feelings, gain alignment and commitment to goals,

strengthen relationships, clear out debris from disputes, develop or deepen

interpersonal trust, etc.)

ProEect Tea( (eetings (to define results, methods, schedules,responsibilities, policies, etc.)

Creati'e product de'elop(ent (eetings (to define new markets, createnew products, etc.)

Co((unity (eetings (to interpret decisions, get input, build relationships,gain trust, etc.)

Conferences and Retreats (to share information, work through strategiesand tactics, involve people, set longNrange directions, work in subNgroups as

well as in total group, etc.)




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3.2 Planning and 'unning a !eeting

M%%T07#" B."0C R5+%"

@ere is a solid basic structure for most types of meetings. &his assumes you have

considered properly and decided that the meeting is necessary, and also that you

have decided (via consultation with those affected if necessary or helpful) what

sort of meeting to hold.

4. plan N use the agenda as a planning tool

6. circulate the meeting agenda in advance

8. run the meeting N keep control, agree outcomes, actions and responsibilities,

take notes

9. write and circulate notes N especially actions and accountabilities

:. follow up agreed actions and responsibilities

P!"T.6 T

&his helps to remember how to plan effective meetings, and particularly how to

construct the meeting agenda, and then notify the meeting delegates

Priorities& !utco(es& "e4uence& Ti(ings& .genda& 6ate& Ti(e& enue,

!EEI(5 P'IO'IIES

What is the meeting"s purpose, or purposesE 0lways have a clear purpose< otherwise don"t

have a meeting. !ecide the issues for inclusion in the meeting and their

relative priority importance and urgency N they are uite different and needtreating in different ways. 'mportant matters do not necessarily need to be

resolved uickly. rgent matters generally do not warrant a lot of

discussion. +atters that are both urgent and important are clearly serious

priorities that need careful planning and management.

You can avoid the pressure for "0ny Other 2usiness" at the end of the

meeting if you circulate a draft agenda in advance of the meeting, and ask

for any other items for consideration. ("0ny Other 2usiness" often creates a




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freeNforNall session that wastes time, and gives rise to new trickyexpectations, which if not managed properly then closes the meeting on a

negative note.)

!EEI(5 O+CO!ES

!ecide the type of outcome (i.e., what is the purpose) for each issue, and put

this on the agenda alongside the item heading. &his is important as people

need to know what is expected of them, and each item will be more

productive with a clear aim at the outset. &ypical types of outcomes are

!ecision

!iscussion

'nformation

7lanning (eg workshop session)

/enerating ideas

/etting feedback

>inding solutions

0greeing (targets, budgets, aims, etc)

7olicy statement

&eamNbuildingMmotivation

/uest speaker N information, initiatives, etc.

!EEI(5 SEQ+E(CE

7ut the less important issues at the top of the agenda, not the bottom. 'f you

put them on the bottom you may never get to them because you"ll tend tospend all the time on the big issues.

#nsure any urgent issues are placed up the agenda. ?onNurgent items place

down the agenda N if you are going to miss any you can more easily afford to

miss these.




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&ry to achieve a varied mix through the running order N if possible avoidputting heavy controversial items together N vary the agenda to create

changes in pace and intensity.

2e aware of the tendency for people to be at their most sensitive at the

beginning of meetings, especially if there are attendees who are keen to

stamp their presence on proceedings. >or this reason it can be helpful to

schedule a particularly controversial issue later in the seuence, which gives

people a chance to settle down and relax first, and maybe get some of the

sparring out of their systems over less significant items.

0lso be mindful of the lull that generally affects people after lunch, so try to

avoid scheduling the most boring item of the agenda at this time< instead

after lunch get people participating and involved, whether speaking,

presenting, debating or doing other active things.

!EEI(5 I!I(5S 0O6 "5E(*" IE!S

onsider the time reuired for the various items rather than habitually or

arbitrarily decide the length of the meeting. 0llocate a realistic time slot for

each item. Leep the timings realistic N usually things take longer than you

think.

*ong meetings involving travel for delegates reuire preNmeeting

refreshments 8D minutes prior to the actual meeting start time.

7ut plenty of breaks into long meetings. nless people are participating and

fully involved, their concentration begins to drop after 1ust 9: minutes.

2reaks don"t all need to be 6D minutes for coffee and cigarettes. >iveminutes every 9:N;D minutes for a uick breath of fresh air and legNstretch

will help keep people attentive.

nless you have a specific reason for arranging one, avoid formal sitNdown

restaurant lunches N they"ll add at least 8D minutes unnecessarily to the lunch

break, and the whole thing makes people drowsy. Working lunches are

great, but make sure you give people 4DN4: minutes to get some fresh air and

move about outside the meeting room. 'f the venue is only able to provide




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lunch in the restaurant, arrange a buffet, or if a sitNdown meal is unavoidablesave some time by the giving delegates" menu choices to the restaurant

earlier in the day.

't"s not essential, but it is usually helpful, to put precise (planned) times for

each item on the agenda. What is essential however is for you to havethought about and planned the timings so you can run the sessions according

to a schedule. 'n other words, if the delegates don"t have precise timings on

their agendas N make sure you have them on yours. &his is one of the biggest

responsibilities of the person running the meeting, and is a common failing,

so plan and manage this aspect firmly. 7eople will generally expect you to

control the timekeeping, and will usually respect a decision to close a

discussion for the purpose of good timekeeping, even if the discussion is still

in full flow.

!EEI(5 "E(*EES

't"s often obvious who should attend< but sometimes it isn"t. onsider

inviting representatives from other departments to your own department

meetings N if relationships are not great they will often appreciate being

asked, and it will help their understanding of your issues, and your

understanding of theirs.

@aving outside guests from internal and external suppliers helps build

relationships and strengthen the chain of supply, and they can often also

shed new light on difficult issues too. se your discretion though N certain

sensitive issues should obviously not be aired with "outsiders" present.

0void and resist senior managers and directors attending your meetings

unless you can be sure that their presence will be positive, and certainly not

intimidating. -enior people are often uick to criticise and pressurise

without knowing the facts, which can damage team relationships, morale,

motivation and trust.




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'f you must have the boss at your meeting, try to limit their involvement tolunch only, or presenting the awards at the end of the meeting. 'n any event,

tell your boss what you are trying to achieve at the meeting and how N this

gives you more chance in controlling possible interference.

!EEI(5 *"E

#nsure the date you choose causes minimum disruption for all concerned.

't"s increasingly difficult to gather people for meetings, particularly from

different departments or organisations. -o take care when finding the best

date N it"s a very important part of the process, particularly if senior people

are involved.

>or meetings that repeat on a regular basis the easiest way to set dates is to

agree them in advance at the first meeting when everyone can commit there

and then. &ry to schedule a year"s worth of meetings if possible, then you

can circulate and publish the dates, which helps greatly to ensure people

keep to them and that no other priorities encroach.

7reNplanning meeting dates is one of the keys to achieving control and wellN

organised meetings. onversely, leaving it late to agree dates for meetings

will almost certainly inconvenience people, which is a ma1or source of upset.

/enerally try to consult to get agreement of best meeting dates for everyone,

but ultimately you will often need to be firm. se the "inertia method", i.e.,

suggest a date and invite alternative suggestions, rather than initially askingfor suggestions, which rarely achieves a uick agreement.




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!EEI(5 I!E

&imes to start and finish depend on the type and duration of the meeting and

the attendees" availability, but generally try to start early, or finish at the end

of the working day. &woNhour meetings in the middle of the day waste a lot

of time in travel. 2reakfast meetings are a good idea in certain cultures, but

can be too demanding in more relaxed environments. 'f attendees have longdistances to travel (i.e., more than a couple of hours, consider overnight

accommodation on the night before.

'f the ma1ority have to stay overnight it"s often worth getting the remainder

to do so as well because the team building benefits from evening socialising

are considerable, and well worth the cost of a hotel room. Overnight

accommodation the night before also allows for a much earlier start. 2y the

same token, consider people"s travelling times after the meeting, and don"t be

unreasonable N again offer overnight accommodation if warranted N it will

allow a later finish, and generally keep people happier.

0s with other aspects of the meeting arrangements, if in doubt always ask

people what they prefer. Why guess when you can find out what people

actually want, especially if the team is mature and prefers to be consulted

anyway.

!EEI(5 VE(+E

+any meetings are relatively informal, held in meeting rooms "onNsite" and

do not warrant extensive planning of the venue as such. On the other hand,

big important meetings held offNsite at unfamiliar venues very definitely

reuire a lot of careful planning of the venue layout and facilities. 7lan the

venue according to the situation N leave nothing to chance.




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enue choice is critical for certain sensitive meetings, but far less so forroutine, inNhouse gatherings. Whatever, there are certain preparations that

are essential, and never leave it all to the hotel conference organiser or your

own facilities department unless you trust them implicitly. Other people will

do their best but they"re not you, and they can"t know exactly what you want.

You must ensure the room is right N mainly, that it is big enough with all

relevant euipment and services. 't"s too late to start hunting for a 6Dft power

extension lead five minutes before the meeting starts.

Other aspects that you need to check or even set up personally are

table and seating layout

topNtable (if relevant) position

tables for demonstration items, paperwork, handNouts, etc

electricity power points and extensions

heating and lighting controls

pro1ection and flip chart euipment positioning and correct operation

whereabouts of toilets and emergency exits N fire drill

confirm reception and catering arrangements

backNup euipment contingency

0ll of the above can and will go wrong unless you check and confirm N when

you book the venue and then again a few days before the meeting.

>or a big important meeting, you should also arrive an hour early to check

everything is as you want it. -ome meetings are difficult enough without

having to deal with domestic or logistics emergencies< and remember if

anything goes wrong it reflects on you N it"s your credibility, reputation and

control that"s at stake.

7ositioning of seating and tables is important, and for certain types of

meetings it"s crucial. #nsure the layout is appropriate for the occasion

>ormal presentations to large groups N theatreNstyle N the audience in

rows, preferably with tables, facing the chairman.




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+ediumNsi%ed participative meetings N horseNshoe () table layoutwith the open part of the facing the chairman"s table, or delegates"

tables arranged "cabaret" style.

-mall meetings for debate and discussion N boardNroom style N one

rectangular table with chairman at one end.

$elaxed team meetings for planning and creative sessions N lounge

style, with easy chairs and coffee tables.

Your own positioning in relation to the group is important. 'f you are

confident and comfortable and your authority is in no doubt you should sitclose to the others, and can even sit among people. 'f you expect challenge

or need to control the group strongly set yourself further away and clearly

central, behind a topNtable at the head of things.

#nsure everyone can see screens and flip charts properly N actually sit in the

chairs to check N you"ll be surprised how poor the view is from certain

positions.

-et up of pro1ectors and screens is important N strive for the perfect

rectangular image, as this gives a professional, controlled impression as soonas you start. #xperiment with the ad1ustment of pro1ector and screen until it"s

how you want it. 'f you are using *! pro1ector and overhead pro1ector (a

rare beast these days) you may need two screens. 0 plain white wall is often

better than a poor screen.

7eople from the western world read from left to right, so if you want to

present anything in order using different media, set it up so that people can

follow it naturally from left to right. >or instance show introductory bullet

points (say on a flip chart on the left N as the audience sees it) and the detail

for each point (say on pro1ector and screen on the right).

7osition screens and flip chart where they can be used comfortably without

obscuring the view. #nsure the speakerMchairman"s position is to the side of

the screen, not in front of it obscuring the view.

#nsure any extension leads and wiring is taped to the floor or otherwise

safely covered and protected.




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-upply additional flip chart easels and paper, or writeNon acetates and pens,for syndicate work if applicable. You can also ask people to bring laptops

for exercises and presentation to the group assuming you have *!

pro1ector is available and compatible.

'n venues that have not been purposeNbuilt for modern presentations,

sometimes the lighting is problematical. 'f there are strong fluorescent lights

above the screen that cannot be switched off independently, it is sometimes

possible for them to be temporarily disconnected (by removing the starter,

which is a small plastic cylinder plugged into the side of the tube holder). 'n

older buildings it sometimes possible to temporarily remove offending lightN

bulbs if they are spoiling the visual display, but always enlist the help of one

of the venue"s staff rather than resorting to !'Y.

>inally, look after the venue"s staff N you need them on your side. +ost

business users treat hotel and conference staff disdainfully N show them

some respect and appreciation and they will be more than helpful.




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MEETING PLANNER CHECKLIST

There's a lot to remember, so, particularly for big important meetings and training sessions, use ameetings checklist to make sure you plan properly and don't miss anything:

Meetings Checklist

Done Comments Date/ ref

Agenda

Priorities

OutcomesSequence

Timings

Attendees

Date

Time

Venue

Variety

Notification

Notes of last meeting

Directions/ map

Materials (as required by agenda

items)

Reference material for ad-hocqueries

Results and performance data

Equipment (make separate checklist)

Electrical power (if applicable)

Domestics

Catering Arrangements

Note-paper, pens, name-plares

Refreshments

Guest care/ instructions

Module 3 Develop and Practice Negotiation S


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MEETING AGENDA

Produce the meeting agenda. This is the tool with which you control the meeting. Include all the

relevant information and circulate it in advance. If you want to avoid having the ubiquitous andtime-wasting 'Any Other Business' on your agenda, circulate the agenda well in advance and ask

for additional items to be submitted for consideration.

Formal agendas for board meetings and committees will normally have an established fixed

format, which applies for every meeting. This type of formal agenda normally begins with:

1. apologies for absence

2. approval of previous meeting's minutes (notes)

3. matters arising (from last meeting)

and then the main agenda, finishing with 'any other business'.

For more common, informal meetings (departmental, sales teams, projects, ad-hoc issues, etc),try to avoid the formality and concentrate on practicality. For each item, explain the purpose, and

if a decision is required, say so. If it's a creative item, say so. If it's for information, say so. Put

timings, or time-per-item, or both (having both is helpful for you as the chairman). If you have

guest speakers or presenters for items, name them. Plan coffee breaks and a lunch break ifrelevant, and ensure the caterers are informed. Aside from these formal breaks you should allow

natural 'comfort' breaks every 45-60 minutes, or people lose concentration and the meeting

becomes less productive.

Module 3 Develop and Practice Negotiation S


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(Meeting Title) Monthly Sales Meeting- ABC Co.- NCR RegionVenue, Time, Date) Conference Room, Dusit Hotel- 0900hrs Monday

09/05/08

Agenda

Coffee available from 0830hrs Dress is smart casual.

09:00:00 AM Warm up andIntroductions.

New starters Ria Cruz andArt Diaz. Guests are Joseph

Gonzales, Fleet Manager;

Jim Perez, Off Shore

Product Manager; and Billy

Ferrer, Tech-range ChiefEngineer

15

09:15:00 AM Health and safety update Revised procedures for

hazardous chemicals atproduction facility

15

09:30:00 AM Product revision update. Tech-range Model 3 now

has stand-by mode control.

Product will be

demonstrated.

30

10:00:00 AM Coffee Chance for hands-on the

new Model 3

15

10:15:00 AM Sales results & forecast Ensure you bring qtr2

forecast data and beprepared to present

prospect lists and activities.

60

11:15:00 AM New product launch The new Digi-range is

launched in month five.

Product demonstratins andpresentationso f

performance data, USP's,

benfefits for key sectors,

and details of launchpromotion.

60

12:30:00 PM Major accounts initiatives Brainstorm session- How

can we accelerate major

accounts development in

offshore sector?- Do somepreparatory thinking about

this

45

Module 3 Develop and Practice Negotiation


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01:15:00 PM Lunch Buffet in the meeting room 45

02:00:00 PM New product launch The new Digi-range is

launched in month five.

Product demonstratins and

presentationso f

performance data, USP's,benfefits for key sectors,

and details of launch

promotion.

120

04:00:00 PM Coffee 30

04:30:00 PM New Company Car Scheme Presentation from Fleet

Manager, Joseph Gonzales

about new car scheme

45

05:15:00 PM Awards and Incentive Qtr 1 Sales Awards and

launch of Qtr2 Sales

Incentives

45

06:00:00 PM Meeting review, quesitons,

close

30



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'+((I(5 -E !EEI(5

&he key to success is keeping control. You do this by sticking to the agenda,

managing the relationships and personalities, and concentrating on outcomes.

+eetings must have a purpose. #very item must have a purpose. $emind yourself

and the group of the reuired outcomes and steer the proceedings towards making

progress, not hot air.

7olitely suppress the overN%ealous, and encourage the nervous. &ake notes as you

go, recording the salient points and the agreed actions, with names, measurable

outcomes and deadlines. !o not record everything wordNforNword, and if you find

yourself taking over the chairmanship of a particularly stuffy group which

produces reams of notes and very little else, then change things. oncentrate on

achieving the outcomes you set the meeting when you drew up the agenda. 0void

racing away with decisions if your aim was simply discussion and involving

people. 0void hours of discussion if you simply need a decision. 0void debate if

you simply need to convey a policy issue. 7olicy is policy and that is that.

!efer new issues to another time. 7ractice and use the phrase "You may have a

point, but it"s not for this meeting N we"ll discuss it another time." (0nd thenremember to do it.)

'f you don"t know the answer say so N be honest N don"t waffle N say that you"ll get

back to everyone with the answer, or append it to the meeting notes.

'f someone persistently moans on about a specific issue that is not on the agenda,

uickly translate it into a simple exploratory or investigative pro1ect, and bounce it

back to them, with a deadline to report back their findings and recommendations to

you.

0lways look at how people are behaving in meetings N look for signs of tiredness,

exasperation, and confusion, and take necessary action.

0s a general rule, don"t deviate from the agenda, but if things get very heavy, and

the next item is very heavy too, swap it around for something participative coming

later on the agenda N a syndicate exercise, or a team game, a ui%, etc.




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!EEI(5S (OES O' !EEI(5S !I(+ES

Who takes the meeting notes or minutes, keeps command (minutes is a more

traditional term, and today describes more formal meetings notes).

You must take the notes yourself, unless the meeting format dictates a formal

secretary, in which case ensure the secretary is on your side. ?ormally you"ll be

able to take the notes. &hey are your instrument of control, so don"t shirk it or give

them to someone else as the "short straw".

'f you are seen to take the notes, two things happen

people respect you for not forcing them to do it

people see that you are recording agreed actions, so there"s no escaping them

+eeting notes are essential for managing meeting actions and outcomes. &hey also

cement agreements and clarify confusions. &hey also prevent old chestnuts

reappearing. 0 meeting without notes is mostly pointless. 0ctions go unrecorded

and therefore forgotten. 0ttendees feel that the meeting was largely pointlessbecause there"s no published record.

0fter the meeting, type the notes (it"s usually uicker for you to do it), and circulate

them straight away, copy to all attendees, including date of next meeting if

applicable, and copy to anyone else who should see the notes.

&he notes should be brief or people won"t read them, but they must still be precise

and clear. 'nclude relevant facts, figures, accountabilities, actions and timescales.

0ny agreed actions must be clearly described, with person or persons named

responsible, with a deadline.

&he final crucial element is following up the agreed actions (your own included). 'f

you run a great meeting, issue great notes, and then fail to ensure the actions are

completed, all is lost, not least your credibility. You must follow up agreed actions

and hold people to them. 'f you don"t they will very soon learn that they can ignore

these agreements every time N negative conditioning N it"s the death of managing

teams and results. 2y following up agreed actions, at future meetings particularly,




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(when there is an eager audience waiting to see who"s delivered and who hasn"t),you will positively condition your people to respond and perform, and you will

make meetings work for you and your team.

!EEI(5 (OES S'+C+'E "(* E!P%"E

@ere is a simple structure for formal meeting notes involving a group of people

within an organisation

@eading for example N ?otes of +anagement +eeting (if a oneNoff meeting

to consider a specific issue then include purpose in the heading as

appropriate)

!ate and &ime

enue

7resent

0pologies for absence

'n attendance (if appropriate N guests not normally present at regular

meetings, for instance speakers or nonNboardNmembers at board meetings)

>ollowed by numbered agenda items, typically

4. 0pproval of previous meeting notesMminutes

6. +atters arising (items arising from meeting or continued from previous

meeting which would not be covered by normal agenda items)

0nd then other items as per agenda, for example (these are some of the many

possible typical reports and meeting items discussed within a business or board

meeting< other types of meetings would have different item headings)

8. >inanceMfinancial performance

9. -ales

:. +arketing and 2usiness !evelopment




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;. Operations or !ivisional 0ctivities H. +anufacturing

G. !istribution

U. #nvironmental

4D. Ruality 0ssurance, etc

44. @uman $esources

46. 7ro1ects

48. ommunications and &eam 2riefing ore 2rief

49. 0ny other business (0O2 N issues not covered under other agenda items)

4:. !ate of next meeting

&ime meeting finished (normally for formal meetings only)

-igned and dated as a true record (signed by the chairNperson N normally for

formal meetings only)

Writer"s initials, file reference and date (useful on all types of meeting notes)

?ormally the items and points within each item are numbered 4.4, 4.6, 4.8, etc.,

then 6.4, 6.6, 6.8, 6.9, etc.

'mportantly, all actions agreed in the meeting need to be allocated to persons

present at the meeting. 't is not normally appropriate or good practice to allocate anaction to someone who is not present at the meeting. 0ctions that are agreed but

not allocated to anyone will rarely be implemented.

$esponsibility for actions can be identified with a person"s name or initials as

appropriate.

0ction points and persons responsible can be highlighted or detailed in a rightN

margin column if helpful.

&hese days verbatim minutes (precise wordNforNword records) are only used in themost formal situations. +odern meeting notes should ideally concentrate on

actions and agreements.

$eports should if possible be circulated in advance of meetings giving delegates

adeuate time to read and formulate reactions and answers to any ueries raised. 't

is not good practice to table a report at a meeting if opportunity exists to circulate

the report beforehand.




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$eports can be appended to the meeting notes or minutes to which they relate.

meeting notes template




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0. +ultiple hoice. hoose the best answer which corresponds to the uestion.

4. /hen should you call a (eetinga. 0nytime your group needs to share information.

b. When a meeting is the best way to achieve your ob1ective.

c. 0t least once each day.

?ever. +eetings are always a waste of time.

6. /hat is your obEecti'e and how do you find it a. *ook for the goal, the purpose, the basic reason for holding a meeting.

b. 'f the meetings are routine, identifying an ob1ective is unnecessary.

c. 0s the meeting begins, decide as a group what the ob1ective of that

meeting should be.

d. +eeting ob1ectiveE -ounds overrated to me.

8. "hould you hold (eetings on a regular basis

a. Yes. $egular meetings are the only way for a group to communicateeffectively.

b. Yes. @owever, routine meetings reuire a clearly defined ob1ective and

each meeting must contribute to the fulfillment of this ob1ective.

c. ?o. +eetings should never be held on a regular basis.

d. Yes. @ow else are we supposed to catch up on office gossipE

9. /ho should participatea. 0nyone who wants to participate. &he more the merrier

b. 0nyone who has anything to do with what will be discussed at the

meeting. 0fter all, we wouldn=t want to exclude anyone.c. &hose who can influence the fulfillment of the meeting ob1ective.

d. &hose who are entertaining, tell great 1okes and make meetings fun.

SELF-CHECK 3




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b. +ake each meeting participant contribute a dollar for each minute themeeting runs overtime.

c. -et a time limit in advance and stick to it

d. 't=s impossible. Your meetings run overtime so often that you don=t know

what Qon timeQ means anymore.

U. /hen do you end a (eetinga. 0d1ourn the meeting only once it has run 4D minutes overtime.

b. 0lways ad1ourn the meeting once the ob1ective has been accomplished.

c. Once every person in the room has fallen asleep.

d. Once all the donuts and coffee are gone.

4D. How can you best e'aluate the success of your (eetinga. 0t the end of the meeting count how many of the agenda items were

discussed. &he more agenda items covered, the more successful the

meeting.

b. &o get an accurate picture of the meeting"s effectiveness, ask participants

for their written opinions.

c. 'f the meeting finishes on time, the meeting was successful.

d. ount how many people are still awake in the room. &he more open eyes,

the more successful the meeting.




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0ntroduction

(egotiationis a dialogue intended to resolve disputes, to produce an agreement

upon courses of action, to bargain for individual or collective advantage, or to craft

outcomes to satisfy various interests. 't is the primary method of alternative dispute

resolution. 't is the process involving the ability to listen, analyse and take the right

step

4.1 (egotiating principles

4 -et the tone offset any bad rumours and be candid

6 tili%e Qhuman factorsQ and be open about feelings and motives this

will enhance trust.

8 0void presenting too many issues, highlight the strongest ones.

9 0void deadlines, lessening the chance for needless concessions.

: -ummari%e freuently this enhances understanding.

; 7resent arguments calmly, without personali%ation, and make sure they

are logically supported.

H 0void use of personal opinions in arguments.

G 0void ultimatums and other forms of nonNnegotiable demands.

U 0dmit, when appropriate, the validity of the other party"s arguments

INFORMATION SHEET 4

NEGOTIATION




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4.2 e si8 stages in te negotiating process

"tage 8 "tate(ent of 0ntent to 7egotiate

"tage 9 Readiness to 7egotiate, onvene an initial meeting of theparties this will be the first occasion on which they sit down at a

table with representatives. &his meeting allows the parties to

exchange information, consider the criteria for determining the

parties" readiness to negotiate and generally identify issues of

concern. &he meeting usually takes place in neutral venue. &he

three parties must demonstrate that they have a commitment to

negotiate, a ualified negotiator, sufficient resources, a mandate,

and a process to develop that mandate and ratification procedures.

"tage 7egotiation of a *ra(ework .gree(ent, &he frameworkagreement is, in effect, the Qtable of contentsQ of a comprehensive

agreement. &he parties agree on the sub1ects to be negotiated and

an estimated time frame for stage four agreementNinNprinciple

negotiations.

"tage ; 7egotiation of an .gree(ent in Principle, &his is wheresubstantive negotiations begin. &he three parties examine in detail

the elements outlined in their framework agreement. &he goal is

to reach agreement on each of the topics that will form the basis

of the agreement. &hese agreements will identify and define a

range of rights and obligations, including existing and future

interests< structures< relationship of laws< regulatory processes you 3 &@#? ' will 3

4D.onserve your concessions N don=t give everything away too soon.

44.!on=t be afraid to say no.

46.2e aware that ad1ournments, especially at this stage in the negotiation, may

give the impression that you are considering an offer.




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.gree48.sually one final concession J'> you do that, &@#? we have a dealK

49./ain commitment.

4:.$ecord and agree results.

4;.*eave satisfied 5 both sides should be happy with what has been agreed.

4.3 e %anguage of (egotiation

M*PN +ost >avourable 7osition (this is what you are aiming for)/.PN Walk 0way 7osition (the stage at which you would withdraw from the

negotiation)

B.T7.N 2est 0lternative to a ?egotiated 0greement (if you can=t agree, thenwhat nextE)

0CN 'nexpensive aluable oncessions (valued highly by the other side but

may cost you little)T! Ti(e !ut 1use if new infor(ation co(es to light that causes you toreconsider3

= 6eadly "ins of 7egotiating

PrideN 2e prepared to compromise#luttonyN !on=t bite off more than you can chew.ngerN @andle ob1ections calmlyCo'etousnessN 7rioritise needsMwants%n'yN Lnow competitors strengths S weaknesses3 0?! your own"lothN !o your homework+ustN !on=t look desperate to settle




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0. &rue or >alse. Write & if the statement is correct and > if the statement is

incorrect.

TTTTTTTTTT4. ?egotiation is a key skill N for life

TTTTTTTTTT6. ?egotiation should be winMwin

TTTTTTTTTT8. ?egotiation is a process which can"t be learnt

TTTTTTTTTT9. 7reparation is vital in negotiation.

TTTTTTTTTT:. 't is important in negotiation to be aware of your own style and

performance and seek every opportunity to improve.

2. &est your negotiation skills.

4. You want to sell your yacht and you know that you would be very fortunate to

get as much as 66: DDD for it. While you are considering placing the

advertisement, a keen yachtsman approaches you and offers 6:D DDD incash immediately for your boat. !o you

0. 0ccept his offer without further adoE

2. &ell him to wait until the boat is advertisedE

. @aggleE

6. 0 customer, who buys simple forged metal components from you, tells you

that they have decided to make them inNhouse when the current order is

delivered. !o you

0. Offer to discuss your pricesE

2. Warn him that inNhouse manufacturing of these components would be

more expensive when tooling, casting dies and uality controls are

consideredE

. -uggest that you discuss the problem with himE

SELF-CHECK 4




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!. -ay X>ine=, wish them the best and to come back if they experienceproblemsE

8. !o you see negotiating as being about

0. 0 fair and eual transactionE

2. ompromisingE

. +aking a 1oint decision in which you get some of what you want and they

get some of what they wantE

9. You are engaged in extremely difficult negotiations with a *ebanese

government department. 0fter much haggling over finance for a rural road

pro1ect, they make a small unilateral concession on their demand for

irrevocable letters of credit. !o you

0. ?ote the concession but otherwise ignore itE

2. $eciprocate with a concession of your ownE

:. You are a package tour operator negotiating with a -panish hotel chain on the

terms for next season"s holiday bookings. &he price they are asking perperson per week in their hotels is 9: higher than your current offer. &hey

offer to Xsplit the difference= :D5:D. !o you

0. -uggest, say, ::59: in your favourE

2. -ay you can"t afford to split the differenceE

. 0gree to their offerE

!. 0gree, if it is H:56: in your favourE




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Module *eelop and Practice $egotiation Skills

Recording Sheet For Oral Questioning / Interie!

Student name"

Module #itle/$o"

Quali%ication"

Oral/interie! &uestions Satis%actor' response

(es $o

1.

2.

3.

4.

.

The student's underpinning knowledge was:

Satisfactory Not satisfactory

Student)s Signature" *ate

#rainor)s signature" *ate"

+ccepta,le ans!ers are"

#rainor)s signature" *ate"

3.

Information Sheet 1

Information Sheet 2

Information Sheet 3

Information Sheet 4



68


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Rating Sheet

Performance

Feedback

Remarks

S NS C NC

1. Self-Check 1

2. Self-Check 2

3. Self-Check 3

4. Self-Check 4

Module *eelop and practice $eg

Documents

module 3. Practice Negotiation Skills.pdf