BUSINESS MEETINGS

INTRODUCTION

In today's business culture, information flow is critical and organizations can ill afford to
waste time revisiting issues repeatedly. Good meetings can accelerate the collective decision
making process and improve execution. Poorly conducted meetings on the other hand.
ancrease costs and waste the valuable time of participants
There is evidence to suggest that more meetings are now being held than ever before
In 1990, it was estimated that there were 25 million meetings worldwide on a single day. Five
years later, this figure rose to 50 million. Most executives are in some sort of meeting for
more than half their business day. The average number of meetings attended in a week is on
a steady rise, and business professionals devote a chunk of their working hours to attending
various kinds of meetings

MEETINGS: A WASTE OF TIME?

Though meetings are a way of life in organizations of every size and kind nobody seems very
happy with them. Dull. ineffective, useless, and failing to live up to expectations are some
of the epithets reserved for meetings. They are considered to be a waste of time, an inter
ruption and merely an opportunity for supervisors to deliver effective lectures to subor
dinates. People even end up wanting to take their work to meetings so that their time is not
completely wasted
A report in Public Relations Tactics reveals that a typical professional attends more than
60 meetings in a month. This study suggests that American businesses "face a situation of
meeting mania" as 46 percent of professionals are attending more meetings than they did last
year. The study also predicts an increase in this figure within the next few years. Large corporations
are having more meetings than their smaller counterparts. Even where meetings are
not conducted face to face, video conferencing and to a lesser extent, audio conferencing are
used to organize meetings.
Research studies have raised serious concerns regarding meetings. One report says that
although a little more than a quarter of attendees interviewed expressed strong dissatisfaction
with the meeting process (especially the "ineffective speaking skills of their team leaders),
the team leaders expressed conviction in their meeting-heavy management styles and its ability
to positively influence participants. This depicts the increasing perceptual divide between
managers and team leaders regarding issues at the workplace including meetings.

The cost of unproductive meetings is high. According to this report, most professional
attend an average of 61.8 meetings per month. Research from Nelson and Economy indicate
that over 50 per cent of this meeting time is wasted. Assuming each of these meetings
an hour long, professionals lose 31 hours per month in unproductive meetings, or approximately
four work days!
In spite of criticism, face-to-face meetings are here to stay. In today's business scenario
where value-added services have become a core concern, the challenge for managers is find
ing ways to make meetings more productive.

MEETINGS: DEFINITION AND TYPES

A meeting is a gathering of people with a common cause and a common agenda. Meeting
can be characterized as having "multi-party talk" that is "episodic in nature. This "talk is
governed by a set of conventions. Essentially designated as a communicative event, next
ings involve framing and coding of the agenda, deciding participation criterion and channel
selection, and establishing the norms of speaking and interaction Meetings, thus, include
serious meeting talk" interspersed with "chat" As long as agenda integrity and temporal
integrity are adhered to in a meeting, this is perfectly acceptable
Meetings are of many types-for instance, staff meetings, planning meetings, and problem
solving meetings. However, there are certain basic objectives that are common to all meetings

❖ Sharing information
❖ Improving performance and productivity
❖ Dealing with any gaps in communication
❖ Addressing the concerns of employees
❖ Removing doubts
❖ Formulating policy
❖ Fixing targets
❖ Ensuring proper implementation of policies

Thus, meetings serve numerous valuable functions, including:

Enhancing employees' confidence: A major soft drinks company has internalized the
practice of regular meetings with employees. The CEO and president of Coca-Cola, Atul
Singh, moved to India from China in 2005 with the intention of hauling Coca-Cola
India out of the myriad controversies that were adversely affecting its business.
In order to achieve this, the first thing he did was insist on holding regular meetings with his
employees These meetings were useful in updating employees on the challenges faced
by Coca-Cola as well as the preventive measures taken by the company. According to
Singh, employees are the building blocks of confident and successful company.

Addressing staff gripe:Companies use frequent meetings to address employee disilluament.

Ombudspersons, skip level meetings, meals, and outdoor trips are organized
to address deep-rooted employee grouses.

Obtaining customer feedback: A well-known information technology-enabled service firm

regularly invites its key clients and customers to board meetings where they have
the liberty to freely talk about the experience of doing business with the firm, even com
paring the company to their other technology vendors

Meetings are purpose intensive activities. For example, in problem solving meetings,
productivity is measured by the process by which the problem is solved, the time taken to
each a consensus, idea generation, and so on; thus, deciding the purpose of the meeting
beforehand assumes critical importance. If the flow of ideas is strictly one way and there is
no need for immediate feedback, then a meeting need not be scheduled. If people are merely
being advised or informed, the facilitator can send an e-mail or memo and resist
from calling a costly meeting. In some cases, one-on-one dialogue may be sufficient, rather
than a meeting involving a large number of people. However, if the purpose is serious
deliberation over a troublesome issue or if an important decision is to be made (requiring
greater collaboration and a feeling of cohesiveness), a meeting may indeed be necessary
However, even then, the purpose of the meeting should help in deciding the number of
participants. If the purpose is intensive problem solving, then as few as five participants
selectively chosen, may be adequate. On the other hand, if the purpose is problem
identification, then even ten people may be ideal. Thus, there is often no need to call a large
number of people for every issue

❖ Skip Level Meetings

In skip level meetings, a particular individual or group is allowed to meet the senior management.
In other words, it involves "skipping one's own reporting manager and talking to
those higher up. This is normally done to understand micro-level issues and resolve them at
the earliest. In some cases, managers who are managing 10 to 12 people assign two to three
project leads, who directly report to them, while the other members report to the team leads
Due to this hierarchical structure, team members may not find an opportunity to talk to their
managers and share their views on the project, company or management. To close this gap,
managers schedule skip level meetings with their team members approximately once in every
three months

During downsizing, mergers, reengineering, restructuring, and other organizational

shifts, units, departments, and divisions are combined and changed in dramatic ways
A newly recruited manager in such a situation needs to quickly acquire a working knowledge
of the organization. This can be done by engaging with employees working two to three levels
lower down the ladder. By interacting with people far removed from their direct supervision
managers hope to understand the ground-level reality, which they may not be able to grasp
by just interacting with senior-level staff

Skip level meetings should involve the following steps:

Step 1: Sending an invite to employee(s) one or two levels below, at least two days before
the meeting. One should desist from calling an employee immediately
Step 2: Planning a meeting for about 30 minutes
Step 3: Explaining the purpose of the meeting and assuring the employees discussions
will be kept confidential.
Step 4: Listening well and not interrupting. One should not defend specific views and
should refrain from taking anything personally
Step 5: Asking open-ended questions such as,“Could you elaborate on this?”,
“ Did you feel the same when working with...?”
One can also ask questions related to the organization and project. Biographical information
can also be asked for
Step 6: Concluding by summarizing the meeting

❖ Stand-up Meetings or the Daily Scrum

The stand-up meeting is daily team meeting held to provide status updates to other team
members (and not to the management). It is usually conducted "standing up to remind the participants
that the meeting has to be short and to the point. At some places it is also called the daily scrum
All members of the team are expected to participate, through the meeting is not postponed if a
few people do not turn up. In general, the following three-question rule is followed
❖ What did the participant do yesterday?
❖ What will the participant do today?
❖ Are there any bottlenecks

The purpose of scrum meetings (particularly when they are held online) is to seek clarification
about the work, ensure that the team is working cohesively, presentan update of the
work in progress, and communicate any hitches in the process.
It is recommended that team members answer the three questions in a manner that solve
team issues and problems and contributes to effective project management, especially when
the stand-up meeting or scrum meeting is held online

❖ Performance Appraisal Meetings

The performance appraisal meeting is a vital evaluating tool and is conducted by the supervisor.
If it goes smoothly this meeting ensures that employees are motivated and looking forward
to working towards a common goal. If it's not done well, it might leave the participant confused
or even angry. One should keep certain things in mind if one is to conduct a successful
performance appraisal meeting. For instance, it is important to spend sufficient time on each
point. It is no use hurrying to the next issue if the previous one hasn't been resolved to eve
ryone's satisfaction. There should always be proper dialogue between the employee and the
supervisor Engaging in a monologue is not a good way to hold a successful appraisal meeting
The supervisor should also have a positive attitude. There is no point in being too negative
Before the meeting is over, the supervisor should confirm whatever facts other employees
have provided about the participant. The focus of the meeting should always be the result and
not the process through which the result is achieved. If the supervisor fails to satisfactory
explain the rationale behind the appraisal, the appraisal meeting isn't considered successful

❖ Annual General Meetings

Section 166(1) of the Indian Companies Act of 1956 says that every company shall in each
year hold in addition to any other meetings a general meeting as its annual general meet
ing. According to Section 166(2), every annual general meeting (AGM) must be held either
at the registered office of the company or within the city, town, or village in which the registered
office is situated. An AGM cannot be held elsewhere. The law also dictates that there
shouldn't be a gap of more than fifteen months between two AGMS.
The AGM is a formal meeting that is held once a year. It is a legal requirement and deals
with issues relating to the approval of accounts and election of board members by a
company's shareholders. Each organization usually has a section in its memorandum and articles
of association regarding the way an AGM has to be conducted as well as the matters involved
in it. There is also usually a section pertaining to where and when the AGM should be held.
Organizations have to give advance notice of the AGM, and this notice has to be public. All
members must be informed about the meeting at least 21 days prior to the event through
ordinary and registered post. A copy of the agenda should accompany the invitation.

For example, consider the following norm proposed by ArcelorMittal: "The annual general
meeting of shareholders will be held at the Company's registered office or at any other place
in the City of Luxembourg mentioned in the notice of the meeting on the second Tuesday of the
month of May each year at eleven oclock (1:00) am. If that day is a legal or banking holiday
he meeting will be held on the preceding banking day. An extraordinary general meeting of
shareholders may be held is often as the ArcelorMittal Board of Directors deems necessary.”
The AGM is conducted by the chair of the organization. The minutes of the meeting must
be recorded. A typical AGM has the following components

❖ Opening remarks
❖ Apologies (if any)
❖ Minutes of the previous AGM
❖ Matters arising from the minutes of the previous AGM
❖ Presentation of the annual report by the chair or the secretary
❖ Adoption of the annual report
❖ Presentation of accounts, usually by the treasurer
❖ Adoption of accounts
❖ Appointment of auditors or an independent examiner
❖ Election of the management committee or office bearers
❖ Motions to be put to the AGM
❖ Discussion of any other competent business
❖ Closing remarks

KEY ATTRIBUTES OF A PRODUCTIVE MEETING

It is not easy to clearly estimate the value gained from a meeting. Scientific data on what happens
in a corporate meeting room is rare, and too often one has to rely on data that is "soft" and based
on impressions rather than any statistical evaluation tool Despite the ubiquity, meetings have
received relatively little scholarly attention. The meeting per se as a social institution worthy of
study in its own right, does not appear frequently in the scholarly literature. For a meeting to be
considered productive, participants must be free to air their opinionsso that multiple points of view
can emerge. These conflicting and sometimes alternate view points add to the depth of the meeting.
Limited participation, a specific agenda, alternatives control and follow-up are other critical
determinants of an effective meeting. The "tenor” of the meeting is dependent largely on the
structure of the society or system. Egalitarian systems encourage greater participation in meetings
than rigid hierarchical systems and consequently are more satisfying.Successful meetings are the
result of skilful management by the chair. The chair needs to be experienced and has to be firm,
yet tactful. He or she should also ideally possess a sense of humour. Above all, the person must
command the respect of all the participants in the meeting. The chair should resist giving speeches
of undue length and must avoid repeating statements. Brief interjections should be allowed, but the
chair should ask a persistent offender to leave the meeting. To be productive, meetings should start
on time, encourage conflict, involve the "wallflowers, focus on one issue at a time, and stick to a
system of discipline.Meetings must have high level of collaboration, should share information,
and shouldwork towards a common goal. They should focus more on decisions to be taken and
not on presenting and reviewing data. An effective meeting is where participants come prepared
the agenda is well-planned and executed, and members are held accountable with appropriate
follow-up. Excellent attendance, goal-oriented actions, the skills of the chair, and having a
follow-up plan in place are essential characteristics of a productive meeting.To be productive,
meetings should be few and far between. They should also strictlyadhere to the time limit,
set rules for building trust among the participants, create empathy among the participants and
ensure that there is a sense of positive experience. The role of meetings in motivating sales people
is highly important and such meetings should be product and knowledge-based, time-bound, and
decisionoriented.Effective meetings, thus, have a set of core attributes. The four elements that follow are
critical to the success of a meeting. Attributes such as adherence to time and making sure that
the goal is met can be seen as components that fit into these broad categories

❖ A well-planned agenda that matches method to purpose and lays out who needs to discuss what.
This implies that significant thought needs to be put into the meeting process .
❖ A high level of collaboration and sharing of information. Leaders need to encourage
employees to bring issues and critical concerns to the fore. In other words, a meeting
should always welcome conflicting opinions
❖ Team leader in the role of a facilitator.
❖ A well-defined follow-up plan.

A TENTATIVE MODEL OF THE PROCESS OF MEETING

The below Exhibit presents the process of a meeting as an input-output system. The input is
purpose- specific, as meetings are essentially purpose-dependent. It includes thoughts, id issues,
and concerns expressed vocally. However, the output of the meeting, as opposed the input,
must be concrete.This includes decisions, specific motivations, resolutions, discussions that lead to action.
The outcome is driven by various factors such as timeline discipline, agenda, and the competence of
the team leader. The outcome of a meeting can be perceived to be productive or unproductive.
It can be perceived as unproductive if it is too long, too boring, does not involve everybody,
or has too many or too few attendees. An under agenda and poor facilitation are other factors that
might lead to an unproductive meeting
The characteristics of productive meetings can be further segregated into measurable and
not measurable attributes

❖ Measurable attributes: The measurable attributes of a meeting are features such as the agenda,
the duration of the meeting, attendance, the follow up plan, and the number of breaks taken.
These attributes are, by and large objective tangible, and easily counted, implemented and
replicated

❖ Non measurable attributes: On the other hand, non-measurable factors such as the quality of
participation, the leader's communication style, the creation of trust and
empathy among participants, the motivation of employees, and the involvement of the
"wallflowers" who rarely speak are subjective and intangible.
Interpretations of these differ from one individual to another, and it is difficult to standardize
and measure these

These characteristics do not carry the same weight in all meetings. For example, if a meeting is called
to solve a current crisis in the company, the measurable attribute of timelines would hardly be considered
a benchmark to assess its productivity. Here, the more important issues would be non-measurable
attributes like raising the morale of the participants and motivating the employees. However, it should
be noted that for routine matters, timeliness is an important indicator of meeting productivity.

Thus, where the purpose is merely to inform, timeliness, agenda setting, and follow up plans
are important indicators of the productivity of a meeting. Where meetings are held to motivate
the participants, collaboration assumes a priority. In meetings where important decisions need to be
taken, timeliness would still be a criterion, but the productivity of the meeting would be judged
by the manner in which the manager encourages ideas and more importantly reduces dissent.
After a few pleasantries in the meeting room, it is necessary to get down to business.
Western meetings generally run on a tight schedule with an organized, pre-planned agenda.
 Meetings are for business. On the other hand, other cultures may see a meeting as the arena
for building personal relationships and strengthening bonds. Getting down to business comes
further down the priority list in such cultures

Most critics suggest that, generally, the non-measurable attributes contribute to participants
feelings regarding whether a meeting is productive or non-productive

MEETING ETIQUETTE

Meetings are not just for sharing Information but also for making judgments about each
other. Meetings do not always have to be boring they can also be considered opportunities to impress
one's supervisor and colleagues.In business meetings, poor etiquette can prove costly. Comfort, trust,
attentiveness, and clear communication are examples of good etiquette. Meetings are generally
of two kinds, formal meetings and informal meetings. Informal meetings are characterized by bonhomie,
friendliness, and a relaxed outlook. Even though these may not take place in the confines of closed doors,
a boardroom, or a meeting chamber, the rules of meeting etiquette still apply to such meetings.
In general, both men and women are expected to step from behind their desk to shake
hands and offer a seat to their visitors. Maintaining appropriate eye contact, respecting personal space,
and escorting visitors to the lobby/elevator at the end of the meeting are gestures expected from
all professionals. In corporate entertainment, payment is made by the party who issued the invitation.
The meeting chair must notify everyone about the meeting, make sure that no one is inconvenienced,
and that the agenda is circulated to everybody. The chair must make the purpose of the meeting clear
to attendees. He or she should also inform people of how long the meeting will last and if any particular
information or preparation is expected of them. Failing to relay the proper information is poor
business etiquette as it could cause embarrassment.
The chair must observe punctuality, as it is not good manners to keep people waiting. It is proper
etiquette to respect other peoples valuable time, to keep the meeting as short as possible and to
stick to the agenda. The chair also must also depute somebody to note the minutes and circulate
these after the meeting. The chair has to be decisive, and ensure that aggressors and pressure groups
do not hijack the proceedings. It is also the responsibility of the chair to make sure that everybody
contributes to the meeting. Humour and tract are essential to keeping tempers under control.
Departmental meetings, interdepartmental meetings, board meetings, management meetings,
and mass meetings are some examples of formal meetings. Etiquette demands that the chair and
the participants are well prepared for such meetings. It is the duty of the chair to inform attendees
about any preparation required for the meeting at least three days prior to the meeting. Good
etiquette also demands that mobile phones are switched off during the meeting .
The chair must be seated when the meeting is scheduled to start, and should welcome the attendees
and reiterate the agenda. When discussions are under way, it is good etiquette to allow the senior
person to contribute first. The chair must disallow interruptions.
Attendees must ensure that they maintain full decorum during meetings. If they disagree
strongly with a viewpoint, then they should jot it down and broach the subject matter with the
permission of the chair. It is a serious breach of etiquette to divulge what transpires during a meeting,
since information leaks in highly confidential meetings are commonplace . Companies are now using
mobile phone jammers, especially in top secret board meetings to maintain confidentiality.
Even the sales force and the service teams may have their phones tracked to preserve and
enforce confidentiality.

DO'S AND DON'TS IN A MEETING

The following is a list of do's and don'ts in a meeting.

Do’s
❖ Be prepared for the meeting
❖ Keep your briefcase near you on the floor
❖ Come on time
❖ If that is not possible, please ensure that there is a valid reason for being late
❖ Respond to queries.
❖ Be serious and listen carefully
❖ Take notes

Dont’s
❖ Fiddle with pens,pencils,paper clips, and so on
❖ Doodle on a notepad
❖ Chew gum.
❖ Ask for coffee/tea unless these are specifically offered to you
❖ Make a grab for the refreshments.
❖ Slouch in your seat.
❖ Sit too close to the chair. That position might be reserved for the meeting secretary
❖ Cross the arms. This posture communicates resistance
❖ Come late
❖ Speak too loudly or too softly
❖ Walk out for a break before the meeting is over
❖ Blurt out thoughts. It is prudent to frame them coherently before speaking
❖ Repeat whatever has been said earlier
❖ Use negative language.
❖ Begin with an apology.
❖ Use confrontational phrases like "I disagree" or "I oppose this.
❖ Use I Use "we" instead.
❖ Use a weak voice. Always be assertive and confident.

HANDLING DISRUPTIONS IN MEETINGS

Contracts and disruptions invariably arise in meetings. Proposals may be rejected and presentations
may be objected to. There may be a clash of personalities. Sometimes, such conflicts are good,
Groupthink, especially in meetings, should be discouraged so that better solutions can be forthcoming.
However, at times the situation might threaten to get out of control. Here is a list that classifies
potential disruptors.

❖ The Side Talkers

The side talkers are people who constantly engage in conversation with their neighbours.
They smile, giggle, scribble, share a joke or two, and recount stories to each other throughout the
meeting. In order to handle them successfully, the Chair should try and complete their speech and
then pause and wait for the disruptors to stop talking This method ensures the the offenders get
the message without actually saying anything.

❖ The Ramblers

The ramblers are people who never get to the point. They keep repeating and rephrasing what they
have to say. In order to deal with them, it is important to acknowledge their point and follow it with
a close ended question like "Did you mean this or that?" After that, it is time to move on to the
next point.

❖ The Aggressors

Aggressive people in a meeting are difficult to handle. They speak loudly, overpower others, and
generally display rude behaviour. They can be sarcastic, undermine the chairs authority, and in
general create trouble. It is important to ignore these people during the meeting and ask others
about their opinion. It is also a good idea to defer the matter and invite them to ones office after
the meeting. They can also be asked to leave under certain circumstances

❖ The Opponents

The opponents are people who usually sit at the back of the room with their arms folded, listening
to every spoken word. Usually they are the last to speak, and they appear to challenge the authority
of the speaker with bold, authoritative statements. It is important to remember that a challenger is
not hostile. Their alternative agenda is just to increase their credibility in the eyes of others. In order
to handle such people, it might be a good idea to invite them for separate discussion so that they
sense that they are being given due importance. If possible, it is better to identify the opponents
before a meeting and take proper steps to neutralize their opposition.

❖ The Wallflowers

The wallflowers are people who do not speak up in meetings at all. Some of them are just not interested,
while others might not have the confidence to speak up. In such a situation, it is important to involve
them in the discussion by asking their views on an issue.

THE AGENDA AND MINUTES OF A MEETING

Meetings are considered time wasters when they are ill-planned and conducted in a disorganized
manner. The absence of a clear agenda and poor planning may mar the productivity of meetings.
The agenda is important as it gives a sense of direction to the meeting. It imparts a professional
feel to most informal meetings as well. It is goal-oriented and enables the chair to keep the meeting
on track.

The agenda comprises the following information:

Who has called the meeting?

When, where, and why has this meeting been called?
What are the main points to be discussed (sometimes, the time to be spent on each item is also specified)

The MOM, as the minutes of meeting are popularly called, is a record of the decisions taken
during the meeting. It serves as a reference for important decisions and is used for legal purposes
too. Some guidelines associated with MOM are

❖ A responsible person should be deputed to write the MOM.

❖ The MOM should be written in the third person (for instance, it was noted..and the
chair observed.)
❖ Personal comments or feelings should not be included the MOM. For example,
oneshould avoid statements like: "Raghav disliked the idea and began to protest.
❖ Only the decisions should be recorded against the agenda item. The process by which the
decision was arrived at is not to be noted down. For instance, one should note
"Regarding the appraisal policy, it was decided that appraisals should be conducted
once a month...Statements such as "Deliberations on appraisals took nearly 70 minutes.
Three people opposed the motion and four favoured it. Raghav was totally against it as he
felt that it would add to the already burgeoning paperwork should be avoided.
❖ Sentences should be short. However, telegraphic phrases are not welcome.
Headings should be inserted to indicate important decisions.
It should be easy for people to read the minutes and note what they need to do for
later reference.

A good MOM should have the following components

❖ Agenda
❖ Attendees
❖ Absentees
❖ Decisions
❖ Allocations

CHALLENGES BEFORE MANAGERS

The fact that good communication can save both cost and time is now being felt more than ever before.
Globalization, with its emphasis on clarity and speed of communication, has made it imperative
that managers accord due respect to internal "routine" processes such as meetings. No longer deemed
commonplace, they serve as forums where differences are bridged and relationships are cemented.
Time-bound and result-driven meetings require a change in the mindset of managers, especially those who
lead teams.

The challenge before team leaders is to find answers within." With a shortage of time and increasing
spatial distances between participants, managers cannot afford to waste time on unproductive meetings.
They appreciate a decisive and firm chairperson who can simultaneously invite conflict and
restore balance

Thus, an effective meeting is a result of a set of causal factors Appropriate handling of each of these
factors results in suitable contributions to the end result. Planning the purpose, process, and
participants is the key to organizing successful meetings. This may require revisiting the older styles
of meeting and questioning them. It is not necessary that what worked in one context would
continue to be effective in another.

Managers should also seek feedback on their meeting style. This is extremely important.
First, it will transform their approach towards meetings in case they feel that their meetings
are unproductive. Second, it will reduce the gap between "what is" and "what ought to be."The team
leaders can then take mental notes on how to organize and evaluate meetings.These are essentially
mind maps that help in deciding the purpose of a meeting (whether a meeting needs to be called or not),
the format of the meeting will the existing format, say morning meetings,
add value in this context or is a change required!), attendees, the time required,
the number of decisions to be taken, and the communication style to be adopted by the manager.

Once these frames are organized, an analysis of the cost incurred for the meeting can help in bringing
greater insights and can also act as triggers for examining questions such as

❖ Can one decrease the length of the meeting?

❖ Can there be fewer or more participants?

❖ Can one add or cut overhead costs?

❖ Can the frequency of the meeting be increased or decreased?

Quantifying the benefits of meetings remains fuzzy as of now. While productivity can serve as a
surrogate measure of value, a more refined measure would perhaps be the need of the hour for
which benefits and costs are to be estimated somewhat precisely. As of now there do not seem
to be many guidelines for this. Research still remains weak in terms of presenting a robust indicator
that calculates the gains precisely. However, the time has come to use meetings more judiciously
and responsibly, taking care that they are called only when absolutely necessary, and are conducted
in an effective manner
OUTLINE OF A GOOD MOM

NAME OF THE COMPANY

Date , Time and Venue

Minutes Prepared by:

AGENDA:

ATTENDEES:

Leave of Absence is granted to:

Details of the meetings

No Item details actions to be taken by