PLAN, MANAGE AND CONDUCT MEETINGS D1.HGE.CL7.08 D1.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 meetings Chairperson 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 Prepare information & agenda Agenda and meeting information Accommodation options Transportation arrangements or options Background information on city or country Weather information Direction to the venue Event schedule Names of participants Background information on the company or topics for discussion Dietary requirements. Slide 34 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 that remains 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 Email 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 all businesses and when used correctly, is the greatest avenue to share information and to develop plans for business success. 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