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Business Meetings: Gorbonos Andrew Kyiv 2010
Business Meetings: Gorbonos Andrew Kyiv 2010
Business Meetings
Gorbonos Andrew
Kyiv 2010
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Business Meetings
Definition: A
gathering in which
a purposeful
exchange or
transaction occurs
among three or
more people with
a common
interest, topic, or
problem.
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When Should You
Call a Meeting?
Answer: When you cannot accomplish
your communication objectives or
goals in any other way. In other
words, a meeting is the
communication tool of last resort,
after you have considered and
discarded other forms of information
exchange.
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You Should Consider Calling a
Meeting to:
Talk about goals.
Reach a consensus.
Listen to reports.
Discover or solve
problems.
Train people.
Gather opinions.
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Call Meetings to:
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Meet With People Who:
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Three Principal Types of Business
Meetings:
Informational Meetings (It
seek only to clarify, to
make something clear, to
give information)
Problem-Solving Meetings
(At the starting of the
meeting suggested
solution is presented for
discussion and debate)
Suggested-Solution
Meetings (No group
proceeds identically in
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Leadership Responsibilities
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Leadership Styles
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How Do You Solve a Problem in a
Meeting?
State the problem in the form of an
affirmative question.
Define and limit the problem.
Collect facts on the history of the problem.
Establish criteria. Assess those criteria in
light of their practicality, feasibility, and the
rights of others.
List possible solutions.
Evaluate suggested solutions.
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As You Plan for a Meeting:
Consider the problem and determine your
purpose.
First, decide whether a meeting should be
called at all.
Next, you must determine the purpose for
the meeting. It should be timely, genuine,
important, and meaningful for the
conferees. It must also be within their
sphere of responsibility and influence.
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As You Plan for a Meeting:
Then, Decide Who Should Participate.
Invite those who must carry out what's been
decided.
Invite those who have valuable information, good
ideas, or divergent views.
Include those who can approve the results or are
indispensable to the success of the decision.
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As You Plan for a Meeting:
Arrange for a Meeting Time, Date, and
Place.
What times and dates are most
convenient? In the absence of
convenience, when can everyone be
there?
Where should you meet? Will the location
prove conducive to achieving your goals,
or distracting?
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As You Plan for a Meeting:
Coordinate Details at the Meeting Site.
Consider seating, lighting, acoustics, audiovisual
requirements, environmental controls, workspace,
travel requirements, location, and cost.
Talk to or meet with those responsible for
supporting or carrying out your plans for the
meeting, including audio-visual technicians,
caterers, banquet and meeting managers.
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As You Plan for a Meeting:
Announce an Agenda.
Unless secrecy is essential, meetings are
more likely to succeed with an agenda. State
the problem properly, as a question of fact,
value, or policy. Be sure to include all relevant
detail in the announcement, including topic,
date, time, place, and responsibilities of the
participants.
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As You Plan for a Meeting:
Take Care of Physical Arrangements.
Seating, lighting, public address system,
visual support systems, environmental
controls, tables, workspace
Support materials, pencils, pens, markers,
chalk, paper, refreshments
Reference materials, background data
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Informal Responsibilities:
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Procedures: How Do You Run an
Effective Meeting?
Begin and end on time.
Follow the agenda.
Stimulate discussion, encourage full participation
from everyone present.
Focus the groups' effort on their goals.
Understand the roles of participants: group task
roles, group building and maintenance roles, and
individual roles.
Confront or ignore those working at cross-purpose
with the group.
Sort, select, interpret data to reach a conclusion.
State the conclusion and plan of action.
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LOGO
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