BSBADM502 Activity Workbook

Diploma Leadership and Management
(BSB51918)
Unit: BSBADM502 – Manage Meeting

BSB51918 Diploma of Leadership and Management
BSBADM502 Manage Meetings
ONLINE SELF-STUDY WORKBOOK

Mode | Online Delivery
BSB51918| BSBADM502 Manage Meetings

Online Self-study | V2 | Jul 2020
Macquarie Education Group Australia Pty Ltd t/a Macquarie Institute
RTO Code 91305 | CRICOS Code 02657J |Sydney, NSW
Activity 1:
A. Types of meetings
1. Decision-making meeting. The participants involved are key decision-makers or subject matter
experts. For instance, if the team cannot come to a consensus within 60 minutes, they’ll put it to
a vote or the key decision-maker will make the final call. Knowing in advance how the decision
will be reached avoids wasting time.
2. Problem-solving meeting. The main goal of a problem-solving meeting is to find the optimal
solution to an issue facing the organization. And when it comes to finding the best course of
action, two heads (or a few in this case) are better than one.
3. Team-building meeting. Designed to strengthen teamwork, trust, and cohesion. Improving the
way employees work together leads to an increase in productivity as well as employee
happiness.
4. Brainstorming meeting. During these sessions, team members work as equal co-contributors or
under the guidance of a facilitator. These idea-generating meetings are loosely structured,
allowing teams to “think big” and tap into their creative potential.
5. One-on-one meeting. A one-on-one meeting is a meeting between two people. It is scheduled
for a specific purpose.
6. Quarterly planning meeting. Like problem-solving and decision-making meetings, attendance is
limited to participants that will execute the plan. Each participant is expected to contribute and
commit to implementing the plan.
7. Check-in meeting. Check-in meetings are becoming increasingly important as more people are
working from home, and not directly under the supervision of managers. Regular check-ins help
ensure remote employees stay informed and their goals align with the rest of the team.
B. Why meet?
At its core, the purpose of a team meeting is to share information efficiently and to provide scope
for discussion around what is being shared. A good team meeting helps teams align on the topics of
discussion, air any concerns or obstacles, and have clarity on future actions.
C. Meeting essentials
1. Accessibility. A short way to the location will saves time and lightens the mood of your guests or
partners. It is important to have a meeting point, that is easy accessible from airports, train
stations and public transportation.
2. Flexibility. Needs depend on how many people you invite, which topics you discuss and what
kind of meeting style you prefer. Sometimes you will need various rooms and structures at a
time, so it is very important to have a hotel or business center that fulfill your requirements.
3. Convenience. In the ideal case, accommodation and meeting are in the same building or within
walking distance only a few minutes away. In this way you can avoid stress for your colleagues
and can start relaxed into a great meeting day.
4. Food & beverage. It is scientifically proven that fresh and healthy meals encourage
concentration and performance. So, pay attention to the quality of the food.
5. Destination framework. Pay attention to a wide range of shopping, entertainment or cultural
activities. To consider all these aspects and find the right location for your meeting is not easy.
D. Understanding meetings:
1. Meeting terminology and structures
To feel more at ease in meetings, it is necessary to be acquainted with the meeting terminology.
The following terms are mostly applicable to formal meetings such as management committee
meetings rather than workplace meetings. However terms such as ‘agenda’, ‘apologies’,
‘minutes’ and ‘business arising’ are common to most different meetings.
 Motion.
 Mover of a motion.
 Proxy Vote.
 Quorum.
 Resolution.
 Seconder of a motion.
 Special Resolution.
2. Meeting arrangements and responsibilities of attendees

 The Leader. Think of a Meeting Leader’s job as similar to a film director’s. They run the
show, deciding which roles are played, what parts of the script will be filmed, and how
actors will deliver their lines. But leaders aren’t authoritarian figures or control freaks.
Inspiring meeting leaders nudge rather than push, suggest instead of demand, and
orchestrate rather than dictate.
 The Recorder. Recorders should have a thorough understanding of any technical language
used by the group, its meaning, and correct spelling. Clear writing is a plus for writing on
whiteboards, as well as a clear, strong speaking voice for reading back minutes. If decisions
aren’t recorded correctly, chaos and heated debate can ensue, so the leader should
consider carefully who they want for the recorder role.
 The timekeeper. Helps the leader maintain the agenda’s order by tracking how much time
is allotted for each section of the agenda. The leader can find it difficult to manage
discussion points and watch the clock. It’s the timekeeper’s job to do this for him or her.
 The participant. Without the input and insights into the organization’s problems and
solutions delivered by those attending members, meetings are just ineffectual get-
togethers — even when the agenda is followed to the letter in a consistent and timely
manner. Without active participants, there’s nothing to record: no problems identified, no
solutions offered, and no actions are taken.
3. Organisational procedures and policies regarding meetings

Policy and procedures for meetings are a very important part of the formal meeting process
because they set out what can and cannot be decided in meetings, as well as ensuring that
certain conventions are adhered to at that meeting.
Policies and procedures for meetings are designed to represent the interests of those who
attend the meeting as well as those who are not at the meeting, such as shareholders and the
general public. In some areas, there are formal policies and procedures, which are legal
requirements and are designed to ensure that all formal meetings are transparent and the
participants are accountable.
Legal Requirements – These are policies and procedures which are required from some
organisations by law. An agenda, a chairperson and formal minutes of the meeting are legal
requirements in many places, and consider good business practice in others. In many countries,
an agenda and minutes of the meeting must be stored indefinitely.
Organisational Requirements – these requirements are not formally required by law, but may
have been introduced to increase transparency, protect the shareholders or to ensure that
employees can operate in a safe workplace, which is free from health hazards or prejudices.
4. Legal requirements of meetings

 Whether there are strict requirements to hold meetings or special rights to call a meeting
 Providing proper notice (time periods, content of notice and required recipients)
 Meeting quorums (minimum number of people present to make a meeting valid)
 The usual procedure
 How and when to adjourn meetings
 Voting rights (and proxy rights)
 Meeting resolutions, and
 Taking and keeping meeting minutes
 Lodging relevant documents at the conclusion of the meeting
5. Australian meeting laws

Legislation, also known as Statutes or Acts of Parliament, is the written law created by
Parliament. It is one of the two primary sources of the Law (the other being 'Case Law' - the
decisions made by courts).
6. Related corporations law

For the purposes of the Corporations Act 2001 (Cth) (CA 2001), a body corporate in respect of
which any of the following apply: It is being wound up. In respect of its property, a receiver, or a
receiver and manager, has been appointed (whether by a court) and is acting.
7. General procedures at meetings

 Understand the Purpose of the Meeting.
 Selecting a Place, Time and Method for the Meeting.
 Preparing the Meeting Agenda.
 Sending the Meeting Notice.
 Adjusting the Board Papers.
8. Invalid meetings
Zoom is a household name in the video conferencing industry. Trusted by millions of users
worldwide, it leads the league of platforms that brings virtual meetings and group messaging
into a single intuitive app. However, users sometimes encounter issues when using Zoom on
their devices. If you see a "this meeting ID is not valid” prompt, you are not alone. The Zoom
invalid meeting ID error is one of the most common problems users encounter when trying to
join a meeting. This article explains all possible reasons and how to fix this error quickly. You
only need to follow the steps carefully, and the invalid meeting issue will never be a thing again.
E. Preparing for a meeting:

1. Clarify purpose and aims.
2. Create an agenda.
3. Schedule the meeting.
4. Post and send out agenda.
5. Circulate supporting information.
6. Make room arrangements.
7. Arrange for recorder.
Based on your research, answer the following questions:

F. Examples of different type of meetings and their purposes
1. Decision-making meetings: Deciding on a new hire, making a employer branding change,
operational changes like downsizing or cutting costs, and final approval of a design
2. Problem-solving meetings: operational problems, productivity issues, and high employee
turnover.
3. Team-building meetings: virtual board games, virtual team challenges, internal TED talks, and
team outings.
4. Brainstorming meetings: product development, and ad campaign creation.
5. One-on-one meetings: new employee introduction, coaching or mentoring session, and clien
sales meeting.
6. Quarterly planning meetings: strategic planning, project planning, and event or campaign
planning.
7. Check-in meetings: project status update meetings, client meeting, weekly team meetings, and
project debriefs.

G. Review samples of meeting agendas and identify key items
Type: Interventions Review Meeting
Frequency: Quarterly or Semi-Annually
Duration: ½ - 1 Day
Focus: Market Dynamics and Selected Interventions in a Sector
Participants: Facilitator: Rotating within the sector team
Reporter: Rotating within the sector team
Participate: Sector and MRM Team
Inputs:  MRM information such as intervention results, field diaries and study
reports
 Summary of results achieved to date along the results chain
 Updated intervention results chain and projections
 Preliminary analysis of findings
 Preliminary proposals for decisions (optional)
Agenda: See Notes 4: Example Questions for Analysing and Using Information
For each intervention:
 Facts: What is happening?
 Analysis: How is the intervention going?
 Decisions: What should we do next?
 Learning: What have we learned? How will we apply it?
 Additional info needed; plan to get it
Key
 Continue, expand, modify or drop each intervention
 How to improve each intervention, as appropriate
Expected  Meeting Minutes
Output:  Updated intervention documents (within one week after meeting)
Type: Sector Strategy Review

Frequency: Semi-Annually or Annually
Duration: 1-2 Days (per sector)
Focus: Market Dynamics, Sector Strategy and all Interventions in that Sector
Participants: Facilitator: Rotating within the sector team
Reporter: Rotating within the sector team
Participate: Sector and MRM Team
Inputs:  MRM information such as intervention results, field diaries and study
reports
 Summary of results achieved to date for each intervention and the sector as
a whole
 Updated intervention results chains and projections
 Updated sector projections
 Preliminary analysis of findings
 Preliminary proposals for decisions (optional)
Agenda: See Notes 4: Example Questions for Analysing and Using Information
 Facts: What is happening in the sector?
 Analysis: How is the sector strategy going?
 Decisions: What should we do next?
 Learning: What have we learned? How will we apply it?
 Additional information needed; plan to get it
Key
 Adjustment to sector strategy, if appropriate
 Continue, expand, adjust, drop or add interventions
 Meeting minutes
Expected
 Updated sector strategy (within one week after meeting)
 Updated intervention documents (within one week after meeting)
Notes on Roles and Responsibilities for Interventions and Sector Review Meetings
1. Facilitators: Prior to the meeting, the facilitator is responsible for scheduling the meeting,
identifying the discussion points to be covered in the meeting, and assigning meeting participants
to research the discussion points and present their findings at the meeting. During the meeting,
the facilitator is responsible for ensuring that (1) the relevant discussion points are covered in
adequate depth, (2) required updates to the relevant documents are identified, and (3) key
questions are identified and a plan for answering them is developed and agreed on.
2. Reporters: The reporter is responsible for helping the facilitator prepare for and facilitate the
meeting and for documenting the discussion and conclusions during the meeting and preparing
the meeting minutes.
3. Sector Manager: Responsible for coordinating the meeting and for appointing the facilitator and
reporter for each meeting. Responsible for following up on key questions, plans and document
updating.
4. Sector Team Members: Conduct and circulate the preliminary analysis before the meeting (as
assigned by the facilitator) and revise the relevant documents with support from MRM after the
meeting. Also responsible for implementing the plans and investigating key questions identified
during the meeting.
5. MRM Team Members: Provide inputs to the meeting, support the sector team in preliminary
analysis before the meeting and revision of relevant documents after the meeting. Support the
sector team in investigating key questions identified during the meeting.

Activity 2:
Online research:
A. Conducting and managing meetings:
1. Implementing the agenda
 Empower team members to own parts of the agenda.
 Check off discussion topics and monitor timing.
 Assign action items as they come up.
 Gather feedback and assess your processes.
2. Proceedings and key events

Conference proceedings are the collection of papers and/or posters that were presented at
an association's conference or meeting. Conferences provide opportunities for people to
present their research, and get input from other researchers and colleagues in their field.
3. Roles and responsibilities of participants

 Prepared colleague. Before the meeting begins, participants read and understand the
meeting agenda.
 Discussion contributor. During the meeting, participants listen carefully, ask questions and
add their own insights to discussions.
 Idea generator.
4. An effective Chair: Role and powers

The overarching role of the chairperson is to provide leadership, they must be an effective
strategist and a good networker. The Chairperson is responsible for making sure that each
meeting is planned effectively, conducted according to the constitution and that matters are
dealt with in an orderly, efficient manner.
5. Synchronous and asynchronous communications

Synchronous communications is that which takes place in real-time between two or more
parties. Put simply; a synchronous communication exchange is an interactive, 'live'
interchange between people.
Simply put, asynchronous communication is communication that doesn't happen in real-time
(e.g. on the phone, in-person, or during a live video conferencing meeting).

6. Rules of meeting
 Communicate your goals and expectations for the meeting.
 Make your meeting attendees feel welcome and included.
 Have an agenda, and position the most important topic first.
 Draw out participation to make it a high-quality conversation.
 Be mindful of your pace.
 Wrap it up neatly.
7. Substantive and procedural motions

 A substantive motion is a motion that seeks to have the Council exercise any of its
powers, duties or responsibilities. A motion to amend a substantive motion is also a
substantive motion. A substantive motion, other than to amend, is out of order while
another substantive motion is pending. (Note: This rule sets forth the basic principle of
parliamentary procedure that distinct issues will be considered and dealt with one at a
time, and a new proposal may not be put forth until action on the preceding one has
been concluded.)
 A procedural motion is a motion that relates either to the manner in which the Council
conducts its business in general or the manner in which the Council deals with a
particular substantive issue or substantive motion that is before it.
 Unless otherwise specifically provided, all motions authorized by this subchapter may be
amended and debated.
8. Point of order
Generally, a point of order must be raised at the time the rules are broken or else it would be
too late.For example, if a motion was made and discussion began on it, it would be too late
to raise a point of order that the motion was not seconded. If such a motion was adopted
without a second, it remains valid and not having a second becomes irrelevant.
9. Amendments
An amendment is a change or addition to the terms of a contract or document. An
amendment is often an addition or correction that leaves the original document substantially
intact.
10. Voting & quorum

If a quorum is present when a vote is taken, the affirmative vote of a majority of directors
present is the act of the board of directors unless the articles of incorporation or bylaws
require the vote of a greater number of directors.
11. Special resolutions

A resolution is the final form of a decision taken at a meeting by voting on a motion, with or
without amendment. Three forms of resolutions are available: ordinary resolution, special
resolution, and unanimous resolution. There is no concept of special resolution in board
meetings and very few unanimous resolutions are also required. However, all three are
covered in the case of general meetings.
12. Dealing with a conflict and conflict resolution

 Set the ground rules. Explain the procedures for the meeting and the goals.
 Identify the conflict. Ask one party to provide his version of the events, and then the
other.
 Discuss possible solutions.
 Resolve the problem.
 Conduct a separate follow-up with both parties.
B. Minutes of the meeting:

1. Purposes and functions of the minutes
Meeting minutes document the most important points discussed during a meeting. They
serve several purposes: Inform absent team members of the discussion and decisions made.
Serve as a record of discussions for future reference.
2. What should be recorded?

The minutes should include the title of the group that is meeting; the date, time, and venue;
the names of those in attendance (including staff) and the person recording the minutes; and
the agenda.
3. Methods for recording meeting notes

 Choose a note-taking method that works you.
 Ditch the laptop—use pen and paper instead.
 Don't write everything down verbatim.
 Use a note-taking template.
 Assign a specific note-taker for the meeting.
4. Consistency and variation

The agendas that organise meetings of council, the minutes that record the decision making
process, and the final decisions resulting from that process, are arguably the most important
records produced by local governments. Properly structured agendas are the key to efficient
and effective council meetings that produce good decisions, made following the analysis of
sound advice and constructive debate. At the end of such meetings, all those involved should
be satisfied that the local government and its community have derived the greatest possible
benefit from the valuable time that has been contributed. The structure of an agenda should
be directed towards decision making, and should not include irrelevant or unnecessary
information. It is generally agreed that focused meetings directed towards decisions are most
likely to achieve good results for the community.
5. Other recording issues

Discuss open issues. This is the period where attendees update everyone at the meeting
about ongoing issues. Encourage a discussion about further action that must be taken on
open issues. Your agenda should name the specific open issues you would like to address.
6. Finalising the minutes

 Complete your meeting notes and clarify points when necessary.
 Double-check that decisions and actions are precisely noted.
 Keep things as concise and digestible as possible.
 Proofread with care.
 If needed, send your draft to the meeting leader before sharing it with other attendees.
7. Circulating the minutes

Minutes should be typed up and circulated within a week (maximum) of the meeting.
Circulate a copy of the minutes by post or email to all those present, those who sent
apologies and anyone who needs to receive a copy for information.
8. Amending and finalising the minutes

Meetings happen regularly in the business world, and minutes are the official documents
used to record the actions taken and decisions made. Since minutes become official
documents in the eyes of the company, any changes that need to be made to the minutes
require an addendum. When an owner objects to approval of the past minutes as written,
that owner technically is making a motion to amend the main motion. The main motion is the
motion to approve the minutes as written.
Based on your research, answer the following questions:

C. Examples of motions and general rules of meetings
1. General requirements for a meeting. All formal meetings must be properly convened in
accordance with the association’s rules. All members must be notified of:
 The type of meeting being held;
 The place, date and time of the meeting; and
 The business to be considered at the meeting, including the full text of all motions or
resolutions that will be put to members at the meeting.
Before the meeting commences, it is important to confirm there is a quorum present and
that it is maintained during the meeting. A valid motion cannot be passed unless a quorum is
achieved. If there is a quorum, then all voting and passing of resolutions must be carried out
in accordance with the rules and recorded accurately in the minutes.
2. Notice and agenda of meeting

The notice of meeting informs the members when and where the meeting will be. The
agenda informs the members what is to be discussed and done at the meeting so that the
members can decide if they want to attend the meeting. The agenda commonly forms part of
the notice or is attached to it so members receive all the necessary details at once. Any
reports should be sent out in advance to allow people time to read the documents and
where proxy or postal voting is allowed, it is suggested that the relevant forms or voting slips
also be sent at this time.
The time and manner for giving notice of a meeting is set out in the rules of the association,
and must be strictly adhered to. Inadequate notice may invalidate a meeting. All members
who are entitled to attend a meeting must be given proper notice in accordance with the
rules. A typical agenda briefly sets out what matters will be covered and in what order. If
members are notified of the business to be conducted at the meeting, then the meeting
must be confined to dealing with those matters. Any new agenda items raised during a
meeting should be put on the agenda for the next meeting. This allows members time to
consider matters properly and avoids disadvantaging members who are not in attendance at
the meeting and therefore unaware the new business.
3. The role of the meeting chairperson

A proper meeting must have a chairperson to chair the proceedings. The chairperson is
required to control the meeting procedures and has the task of:
 Ensuring proper notice was given and an agenda provided;
 Checking (and usually signing) the minutes of previous meetings;
 Ensuring the meeting gets through its business in the allocated time. This may involve
limiting the time members get to speak;
 Dealing with the order of business;
 Keeping order and facilitating discussion;
 Ensuring everyone has an opportunity to speak. People who tend to dominate should be
managed so quieter members can also share their views.
 Receiving motions, putting them to the vote and declaring the result;
 Making sure decisions are reached on issues discussed and that everyone understands
what the decisions are; and
 Declaring the meeting closed.
The chairperson may choose not to vote on a motion despite being entitled to do so as a
member. The rules may provide that the chairperson has an additional ‘casting’ vote if there is
a tie in the vote.
4. Quorum
A quorum is the minimum number of people required for the meeting to be valid. The Act
requires that a quorum be stated in the rules of the association for both general meetings
and committee meetings. The quorum may be set as a percentage of the membership rather
than a fixed number, to allow for changing membership numbers. If a quorum is not present,
the association will need to consider its options to reconvene the meeting on another date
(the rules may set out this process).
5. Motions and resolutions

A motion is a proposal that is put before a meeting for discussion and a decision. If a motion
is passed it becomes a resolution. Resolutions are binding and should be recorded in the
minutes of the meeting. An association’s rules will outline how motions should be dealt with.
It is best practice for motions to be placed on the agenda so members have adequate time to
consider them before the meeting.
6. Putting forward and voting on a motion

Associations should be guided by the procedures in the rules but proposing and passing a
motion will generally involve the following steps:
 A member puts forward a clear and concise proposal for a decision or action to the
meeting via the chairperson. This is called a motion.
 A second person agrees to 'second' the motion so it can be put before the meeting for
consideration. A motion that is not seconded will lapse.
 There is an opportunity for members to discuss and speak for or against the motion.
 The motion is read aloud and voted on.
 If the motion is passed, it becomes a resolution. A resolution passed by a simple majority
of votes (more than half of the members who cast a vote) is known as an ordinary
resolution.
 The resolution is formally documented in the minutes along with the name of mover
and seconder.
Resolutions become binding on the association as long as the people making the decision
have the authority to pass them. It is a good idea to always follow up a resolution with a clear
understanding of how the resolution will be implemented, by whom and when.
7. Amending a motion or resolution

The mover with the agreement of the meeting can usually amend a motion. Alternatively,
someone may move an amendment to the original motion, which if successful creates a
second motion. Motions to amend motions can create confusing discussion if everyone is not
clear on exactly which motion is being debated and it is important the chairperson keeps
proceedings as simple as possible. If a motion does not fully express the view of the meeting,
it may be easier to simply vote on it and let it be defeated. Resolutions can be withdrawn or
cancelled at the same meeting by using the same procedure that applies for moving and
adopting a resolution.
8. Special resolutions
There are a number of occasions when the Act requires more than a simple majority vote to
pass a resolution. These special resolutions need a majority of 75% to be passed and are
required to:
 Amend the rules or change the name or objects of the association;
 Apply for voluntary cancellation; and
 Amalgamate with another association.
A special resolution is passed by 75% of the members who are eligible to vote and actually do
so in person (or by proxy or postal vote) at the meeting. It does not mean 75% of the total
membership of the association. The requirements for passing a valid special resolution are
discussed in detail in Altering the Rules. As a motion proposing a special resolution is subject
to specific notice requirements it cannot be amended at the meeting. A major change would
potentially disadvantage those members not present at the meeting who may have made
their decision not to attend on the basis of the advertised motion. As new motions or
amendments cannot be taken from the floor, it may be necessary to provide notice of 2-3
different motions so that if one fails another may be looked at. This gives people time to
consider alternative motions. If a motion is not moved it lapses.
9. Voting methods
When a meeting wants to decide on a matter, it does so by voting. The rules will outline the
voting rights of members and the voting methods to be used. Common voting methods
include:
 Show of hands: members vote by raising their hand when asked if they are in favour or
against the motion and a count is taken.
 Voice vote: a simple method by which members indicate their vote by saying 'yes' or 'no'
. The decision is based on the volume of sound and there is no clear count of those in
favour and against the motion;
 Rising method: similar to show of hands but members exercise their vote by standing
up;
 Ballot: members cast their vote in writing. This is generally used for the election of
committee members and important matters where secrecy or confidentiality is required.
Once the vote has been taken the chairperson or returning officer (an independent
person) collects and counts the papers.
 Proxy and/or postal votes: the rules of association must make provision for these forms
of voting to be used. A proxy vote is where someone else votes on behalf of another
member who is unable to attend the meeting;
 Chairperson's casting vote: if the votes are equal or tied the chairperson may exercise a
second or casting vote to decide on a motion (if the rules provide for this). Although the
chairperson may use the vote to decide either for or against a motion, it is usual for the
vote to be cast against the motion.
10. Proxy and postal voting
Proxy and postal voting can only be used if these forms of voting are specifically provided for
in the association’s rules. Association’s should carefully consider whether to include these
voting methods in the rules. These are convenient methods of voting for members who
cannot attend general meetings, for example where members live all over the State making
attending meetings on even an irregular basis problematic. However their decisions are
based solely on the material circulated in advance rather than arguments put forward in the
debate at the meeting. These voting methods also involve additional work to implement.
If proxy votes are allowed, a written proxy form must be completed giving the proxy
authority to vote either as the proxy sees fit or only in a certain way. Proxy forms are usually
sent out with the notice of meeting and agenda papers and returned to the association well
before the start of the meeting. This ensures their legitimacy for inclusion in the voting
process during the meeting.
Postal voting is where a member casts their own vote, rather than relying on a proxy. The
vote must generally be directed to one or more specific resolutions such as the election of
committee members and office bearers. Postal voting allows more members to cast their
vote than might be the case if the vote were restricted to only those who attend the meeting
and extends the democratic process to as many members as possible. The postal vote must
clearly show the voter’s intent, so using a formal ballot paper may be helpful. It is important
to set a deadline for when these votes must be received. Associations should also consider
safeguards to prevent a person casting multiple votes.
11. Points of order

In general someone speaking about a motion should not be interrupted unless:
 There is a procedural motion passed to stop debate,
 The chairperson interrupts in the interest of orderly conduct or
 There is a point of order.
A person may challenge a speaker’s right to continue by raising a point of order. It may be
that:
 The speaker is addressing issues outside the subject matter of the motion;
 Fair rules of debate are not being followed;
 Time limits have been reached;
 A quorum is not present; or
 The language is offensive or abusive.
The original debate is suspended while the chairperson listens to the reasons why the point
of order has been raised and may invite discussion about the issue. It is the task of the
chairperson to rule on the point of order and their decision is final.


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Diploma Leadership and Management

Unit: BSBADM502 – Manage Meeting

BSBADM502 Manage Meetings

ONLINE SELF-STUDY WORKBOOK

BSB51918| BSBADM502 Manage Meetings

2. Meeting arrangements and responsibilities of attendees

3. Organisational procedures and policies regarding meetings

4. Legal requirements of meetings

5. Australian meeting laws

6. Related corporations law

7. General procedures at meetings

E. Preparing for a meeting:

Based on your research, answer the following questions:

BSB51918| BSBADM502 Manage Meetings

Type: Sector Strategy Review

BSB51918| BSBADM502 Manage Meetings

2. Proceedings and key events

3. Roles and responsibilities of participants

4. An effective Chair: Role and powers

5. Synchronous and asynchronous communications

BSB51918| BSBADM502 Manage Meetings

7. Substantive and procedural motions

10. Voting & quorum

11. Special resolutions

12. Dealing with a conflict and conflict resolution

B. Minutes of the meeting:

2. What should be recorded?

3. Methods for recording meeting notes

4. Consistency and variation

5. Other recording issues

6. Finalising the minutes

7. Circulating the minutes

8. Amending and finalising the minutes

Based on your research, answer the following questions:

2. Notice and agenda of meeting

3. The role of the meeting chairperson

5. Motions and resolutions

6. Putting forward and voting on a motion

7. Amending a motion or resolution

11. Points of order

BSB51918| BSBADM502 Manage Meetings

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