MEETINGS

1
MEETINGS

• Informal

• Formal

2
Informal Meetings

• Impromptu
• Very short notice
• Ideal for discussing issues frankly and
  reaching decisions quickly
• Used to resolve minor problems

3
Informal Meetings contd.

• Small Informal Meetings
• Planned
• Useful for discussing, problem solving and
  giving feedback
• Use informal brainstorming sessions

4
Formal Meetings

• Regular intervals, once in a month, to
  discuss companys business, in a board room
• Chaired by the chairperson, elected
  according to the rules of the company

• BOARD MEETING
• Usually comprises
• of its Directors

TYPE CHARACTERISTICS
5

• STANDING COMMITTEE
• Subgroup of the board
• Given responsibility for recurring tasks

TYPE CHARACTERISTICS

• Meets regularly
• Board may authorize it to act in its
  place
• Reports back to the board

6

• ONE OFF COMMITTEE
• Issues that need special attention
• Meets more frequently

TYPE CHARACTERISTICS

• Needs to involve only the necessary
  individuals
• Can meet as and when required

7

• All members of public are invited
• Advertised in newspapers, public libraries
  and magazines
• Agenda usually consists of one main point

• PUBLIC MEETING
• Open to anyone
• To consult the public on various issues

TYPE CHARACTERISTICS
8
TYPE CHARACTERISTICS

• Information to a large number of people
  at once
• Little scope for discussion or audience
  participation

• CONFERENCE
• Several presentations on one theme
• Open for public or restricted for a group

9
TYPE CHARACTERISTICS

• Confidentiality - an important issue
• Can be held on neutral grounds

• EXTERNAL MEETING
• One group from one organization and
  another from outside

10

• Share holders can question company
  directors about performance
• Directors seek approval of annual
  accounts, discuss future policies

• AGM
• Yearly gathering of companys directors and
  shareholders
• Business during the past year and future
  plans

TYPE CHARACTERISTICS
11
TYPE CHARACTERISTICS

• Share holders are given certain amount of
  notice
• Rules are the same as of AGM

• EGM
• Called anytime if the shareholders
  approval is needed for immediate action

12
SELECTING A MEETING
PURPOSE CONSIDERATION TYPE
Information Reports, instructions, changes concerns up to three people four or more people requires feedback and discussion keeps company directors updated involves shareholders informing as many people as possible speakers providing information Informal Formal Informal or Formal Formal AGM or EGM Public Conference


13
PURPOSE CONSIDERATION TYPE
Resolving problems Handling grievances Making Decisions Choosing between options concerns only one person requires input from many or a team concerns urgent problem quick discussion involves recurring business matters discussion at the highest level authorization from shareholders One-to-One One-off-Committee Impromptu Impromptu Formal Board AGM or EGM

s
14
PURPOSE CONSIDERATION TYPE
Encouraging ideas Generating creative solutions needs creative ideas to be discussed needs fresh ideas to be generated quickly needs reports on issues Informal Brainstorming Sessions Formal


15

• Positive course
• Of action
• Prompt and positive
• Start
• Kept within time
• Limit
• Attendees contribute
• effectively

• Negative course
• Of action
• Participants arrive late
• Deviations from agenda occur
• Dissensions between
• participants occur

RUNNING A MEETING
Open the meeting
Discuss issues on the agenda in turn
Obtain opinions on each issue
16

• Bickering is allowed
• to continue
• Debate ends in
• a deadlock
• Meeting is
• inconclusive

• All options are
• explored
• Compromise is
• negotiated
• Points are
• recapped
• and agreed

Move towards objectives
Reach a decision
Close the meeting
17
Seating participants

• Meeting one to one
• Supporting - at right angles
• Collaborative - next to the other person
• Confronting - on opposite sides

18

• Seating groups
• Negotiation or Confrontation - rectangular
  table, neutral chairperson in the centre
• Hierarchy - chairperson at the head of
  the table
• Informal, Non-hierarchical - round table

19

• Tactical Seating
• Participants are influenced by the people
  they are near to
• Controversial issues - split up factions
• Learn to read other attendees aims from
  where they sit

20
Observing Seating
Weak opinion, uninvolved
Good sight of all
Play an active role
Strong position of chairperson to control
discussion
Confronting chairperson,strong opinions
Sharing views of confident, strong speaker
Traditional position of privilege to the
right of the chairperson
Play an active role
21

• Preparing practicalities
• Organize the venue
• Choose audio-visual aids
• Provide writing aids

22
Attending a meeting

• Gather information
• Identify opposition
• Prepare for negotiation
• Gain confidence

23

• Participate strongly
• Listen attentively
• Respect others
• Tailor your speech
• Reprimand the chairperson

24

• Informal methods
• ask the group to withdraw cooperation
• suggest attendees that the chairperson is
  unreasonable
• appeal to a superior to appoint a new
  chairperson

How to reprimand the Chairperson?
25
How to reprimand the Chairperson? contd.

• Formal methods
• Reconvene another meeting to appoint a
  anew chairperson
• Inform the chairperson about their
  negligence and improper attitude
• Suggest that the members take a vote of
  no confidence

26

• Informal
• Ensure that all attendees contribute
• Listen to the views of others
• Block any negative tactics used
• Summarize views and decisions
• Be firm with awkward people

Chairing a meeting
27

• Formal
• Open with a short summary of purpose and
  agenda
• Allow all parties to express their views
• Prevent irrelevant debates
• Ensure that voting procedure is correctly
  followed
• Cast the deciding vote if necessary

28

• Recognize interests
• Understand personalities
• Understand tactics
• Anticipate distracting tactics
• divide and rule recap on
  facts
• dominate challenge
  the aggressor
• bluster silence
  the blusterer
• anger stay
  calm

Research Attendees
29

• Start on time
• Keep an agenda
• Use time effectively
• Provide breaks

Pace the meeting
30

• Read negative / positive signs
• Assess the mood
• Keep the order through your permission
• Ensure working to one aim
• Come to decisions

Control the meeting
31

• Close the meeting

• Summarize decisions
• Conclude
• Thank everybody