BSBADM502B Manage Meetings Study Guide

Manage
Meetings
BSBADM502B
Study Guide
Australian College of Technology and Business
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BSBADM502B
Manage Meetings

BSBADM502B Manage Meetings- Study Guide ACTB
Australian College of Technology and Business P/L
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Table of Contents

1. Prepare for meetings ..................................................................................................................6
1.1 - Develop agenda in line with stated meeting purpose ................................................................9
What is a meeting?.........................................................................................................................9
Why do we need to have meetings? ..............................................................................................9
Why do meetings fail? ..................................................................................................................10
Defining Groups............................................................................................................................11
Forming.........................................................................................................................................12
Storming .......................................................................................................................................12
Norming........................................................................................................................................12
Performing....................................................................................................................................12
Structure of Meetings...................................................................................................................13
Role...............................................................................................................................................14
Preparation for the Meeting.........................................................................................................16
Step One .......................................................................................................................................16
Activity 1.1 ....................................................................................................................................16
1.2 - Ensure style and structure of meeting are appropriate to its purpose ....................................17
Step Two .......................................................................................................................................17
Activity 1.2 ....................................................................................... Error! Bookmark not defined.
1.3 - Identify meeting participants and notify them in accordance with organisational procedures
..........................................................................................................................................................18
Step Three ....................................................................................................................................18
Step Four ......................................................................................................................................19
Sample of a notice: .......................................................................................................................20
1.4 - Confirm meeting arrangements in accordance with requirements of meeting.......................22
Step Five .......................................................................................................................................22
1.5 - Despatch meeting papers to participants within designated time lines...................................25
Step Six .........................................................................................................................................25
2. Conduct meetings .....................................................................................................................26
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2.1 - Chair meetings in accordance with organisational requirements, agreed conventions for type
of meeting and legal and ethical requirements................................................................................27
Opening the Meeting....................................................................................................................29
Managing agenda items ...............................................................................................................29
Chair persons roles ......................................................................................................................30
Closing the Meeting......................................................................................................................31
Meetings are within ethical and legal requirements....................................................................32
Confidentiality ..............................................................................................................................32
Duty of care ..................................................................................................................................32
Non-discriminatory practices .......................................................................................................32
Conflict of interest ........................................................................................................................33
2.2 - Conduct meetings to ensure they are focused, time efficient and achieve outcomes ............34
Sample: Meeting Agenda .............................................................................................................35
2.3 - Ensure meeting facilitation enables participation, discussion, problem-solving and resolution
of issues ............................................................................................................................................36
PARTICIPATON ..............................................................................................................................36
Summarising .................................................................................................................................37
PROBLEM SOLVING AND CONFLICT RESOLUTION ..........................................................................38
Conflict Resolution .......................................................................................................................40
Problem Solving............................................................................................................................42
2.4 - Brief minute taker on method for recording meeting notes in accordance with organisational
requirements and conventions for type of meeting ........................................................................45
3. Follow up meetings ...................................................................................................................46
3.1 - Check transcribed meeting notes to ensure they reflect a true and accurate record of the
meeting, and are formatted in accordance with organisational procedures and meeting
conventions ......................................................................................................................................47
Transcribing the minutes..............................................................................................................47
Constructing a minute ..................................................................................................................48
Activity 3.1 ....................................................................................................................................49
3.2 - Distribute and store minutes and other follow-up documentation within designated time
lines, and according to organisational requirements .......................................................................50
Time Management .......................................................................................................................50
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Activity 3.2 ....................................................................................................................................51
3.3 - Report outcomes of meetings as required, within designated time lines................................52
Maintaining Records.....................................................................................................................52
Organise your computer...............................................................................................................52
Emails ...........................................................................................................................................52
Normal Post ..................................................................................................................................53
Intranet/internet/extranet ...........................................................................................................53
Correspondence ...........................................................................................................................53
Activity 3.3 ....................................................................................................................................53

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Introduction
I.1
Overview of the subject
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I.1 Overview of the subject

Every business employs people to achieve its objectives. People like to communicate. Meetings
between people at work are a major form of communication in every organisation.
People at work might meet for a casual chat over a cup of coffee. They may discuss a work related
matter informally during their coffee meeting. A team may decide to get together informally to
resolve an urgent problem that needs input from a number of people.
At a more formal level, an organisation may have regular team meetings or staff meetings. The
detailed discussions at such meetings may follow a set agenda and minutes of the meeting may or
may not be recorded. These kind of formal meetings are usually led by a senior manager who keeps
the meeting flowing smoothly.
At an even formal level, organisations may have Board meetings and/or Annual General Meetings
with all its directors and other stakeholders. These meetings follow a formalised procedure that
requires a Chairperson to lead, manage and control the meeting, while a Minute-Secretary records
all the detailed discussions for the company records.
As a manager, you may be required to manage different types of meetings as part of your job role. In
this unit, you will learn how to:
Prepare for meetings
Conduct meetings
Follow-up after meetings
This Study Guide covers the above topics sequentially, to help you understand how you can
prepare for meetings, conduct meetings and follow-up after meetings.
In addition, you also need to understand and develop skills in the following areas in relation to
managing meetings:
Making meetings productive
Time management
Facilitation
Minute taking
Learning styles and the decision-making process
Group decision making and process
The supplementary reading Manage Meetings from Planning Basics (published by NC Division of
Adult Services, 2004) provides further information on the above concepts.
You need to read both this Study Guide and the Supplementary Reading in order to complete the
Assessment Pack for this unit.
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1. Prepare for meetings

1.1
Develop agenda in line with stated meeting purpose
1.2
Ensure style and structure of meeting are appropriate to its purpose
1.3
Identify meeting participants and notify them in accordance with organisational procedures
1.4
Confirm meeting arrangements in accordance with requirements of meeting
1.5
Despatch meeting papers to participants within designated time lines
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1.1 - Develop agenda in line with stated meeting purpose

Before you can prepare for any meeting, you need to have a clear understanding of what a meeting
is, the different levels of the meeting, how to control the meeting and establishing who needs to be
there. You also need to identify the purpose of the meeting.
What is a meeting?
Meetings are the key to shaping the future actions of the organisation and its employees. Teams
need to participate in regular meetings to retain their identity and place within the organisation.
Meetings can be utilised for a variety of reasons including:
Development of projects, teams and internal relationships
Form external relationships
Analyse and plan for growth in market
Discuss administrative matters
Plan, develop or analyse accounts/ financial matters/ budgets
A meeting involves two or more people working together to fulfil some purpose. The key
elements of a team include:
Two or more people
Thinking together

Why do we need to have meetings?
There are four broad objectives to meetings. These objectives include:
To discuss to determine the best way to make decisions and obtaining group
commitment.
To decide Managers call meetings to help make decisions
To decree to challenge decisions; even group decision-making process.
To demolish some people use politics to demolish things. Politics usually means
destructive behaviour of some sort.
In general, meetings are used:
To exchange and evaluate ideas and information
To problem solve
To resolve conflict
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To stimulate
When making decisions as part of a group your group decisions may become vulnerable to:
Spending too much time analysing unnecessary details
Repeating things that were done in the past
Agreeing to agree for the sake of the group.

Why do meetings fail?
Meetings are a natural part of our work life. Management hold meetings continually as a way to
communicate and create a sense of belonging. Poorly held meetings are prone to failure. Failure of
meetings may occur because:
It was not necessary
It was held for the wrong reason
The purpose of the meeting was unclear
The incorrect people were there
There was no control
The environment was incorrect
The meeting was held at the wrong time
Meetings do not happen automatically. They must be controlled. Lack of correct preparation may
impede the success of the meeting.

Three Golden Rules to an effective meeting
Barker (2002, p.13) believes that there are three golden rules to effective meetings. These golden
rules are:
Every meeting is unique
A meetings success is judged by the actions that result from it.
Managing meetings is everyones responsibility.

Group Behaviour
By knowing the behaviour of people who behave in groups, we will be able to:
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what is happening in the meeting
manage the behaviour of the group
improve meeting results
why each meeting differs
See the potential for conflict and resolve it.
Defining Groups
Groups can be defined as:
formal and informal
by objectives task and social
Formal Groups are consciously created by organisations to fulfil specific tasks or functions.
Informal Groups are created by their members for purposes that may or may not be relevant to
organisational goals.
Task Objectives defines the tasks that the group or another group decide should be done.
Social Objective - concerned with the groups developing an identity, its relationships and how it gets
on with others.
Informal and formal groups can have both kinds of objectives. Problems may arise when the task
and social objectives clash. However, a groups unity arises from positive attitudes amongst groups.
How do groups develop?
Forming
Storming
Norming
Performing
Groups develop at different speeds. Timing is an important part of the stages of group
development. Davidson and Griffin (2002, p.647) drew this simple map for the levels of group
development.

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Forming Members get acquainted, test interpersonal behaviours
Storming Members develop group structure and patterns of interaction
Norming Members enact roles, direct effort towards goal attainment and
performance
Performing Members enact roles, direct efforts towards goal attainment and
performance
Forming
Meeting groups become acquainted and test which personal behaviours are acceptable and
unacceptable. They are dependent on each other for the cues about what is acceptable. The basic
ground rules for the group or team are made and a tentative group structure is established.
Storming
There may be a lack of unity and uneven interaction patterns during this stage. Members of the
group may also exert themselves to be recognised as the group leader or at least to play a major role
in shaping the groups agenda.
Norming
Usually begins with a burst of energy and people begin to recognise and accept his or her role and to
understand the role of others. Members also start to accept each other and develop a sense of
belonging of togetherness.
Performing
Performing is slow to emerge. The team focuses on the problem and members enact the roles they
have accepted, interaction occurs and the groups efforts are aimed towards the attainment of their
goals. They are now at the level where they will aim at performing the purpose of the group.
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Structure of Meetings
The structure of meetings is never the same. Group dynamics change every time the members of
the meeting change. Group dynamics can include the type of people who participate in the meeting
in terms of:
Status Everyone in the group is given a status. The status may be formal or social.
Social status may include the rank the person is given within the group (i.e. familiarity).
Formal status is the rights and responsibilities of the position. Each status can be placed
at risk. For instance, if you do not perform to expectations. Group authority can be
exerted by lowering a persons rank within the group.
Power is the ability to affect behaviours of other staff without their agreement, which
addresses what they are affected by and who freely comply with it. One can have power
without using it.
o
Legitimate Power granted through the organisational hierarchy, i.e. is

authority
Reward Power power to withhold and give rewards, i.e. manager who
controls bonuses
Coercive power power to force agreement by psychological, emotional or

physical threat.
Referent power is based on identification, imitation, loyalty and charisma.

Referent power may also take the form of charisma which is the attribute
that cannot be seen which inspires enthusiasm and loyalty.
Expert power derived from knowledge and information
Personal and positional power power that stems from a manager's

position.

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Role
(Davidson and Griffin, 2003, p.650)
Expected
Role
Sent Role
Perceived
Role
Enacted
Role

There are many roles that you may perform within a meeting. The expected role is translated into
the sent role the message that users use to communicate the expected role to the individual. The
perceived role is what the individuals perceive to be sent and the enacted role is what the individual
does with that role. In a group dynamic if an individual or the group are unclear, your meeting may
fail to produce the desired results. This can occur when the message that is sent is ambiguous and
unclear. Both the individual and group may have problems because the individual will not
understand what needs to be done and the group will not be happy with the individual that
performs it.
If roles are unclear, conflict could arise. This conflict may mean that an individual will receive
conflicting demands from group members, contradictory messages from an individual or problems
because of conflict due to personal issues like breach of ethics. If the role given to the individual is
above their capabilities, you will have role overload.
To overcome these problems, the meeting should be consistent, work within the capabilities of
individuals experience and avoid all conflict due to ethics. Try to ensure that the meeting is not too
formal. Conflict and overload will decrease as the formality in the meeting decrease.
Leadership
Leadership should focus on the job to be done and then relationships within the group.
Liking and respect are part of charismatic leadership. Charismatic leadership can assist
leaders into gaining power or allowing them to be an effective leader.
Liking
Liking and respect are part of charismatic leadership. Charismatic leadership can assist
leaders into gaining power or allowing them to be an effective leader.
How groups behave

Leadership and team members can determine how the group behaves. These
behaviours can be broken down into task, process and non-functional behaviour. Task
behaviour can include defining problems, the seeking and giving of information, making
suggestions, setting standards, coordinating ideas, building and elaborating on points,
evaluation, diagnosing and testing consensus or disagreement. Process Behaviour can
include encouraging (giving feedback), gate-keeping (getting others to contribute,
stopping misdirected arguments, following and encouraging thought, relieving stress
and working as a mediator.
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Non-functional behaviours include blocking staff, sympathy seeking, being negative and
offensive and attention seeking. These types of behaviours can be detrimental to a
group, so you may need to take the following corrective action.
Before you go any further in the management of the group, you need to establish how far the group
has developed. Which stage are they in? Are they:
Forming? establishing purpose of the meeting and introducing each other.
Storming? Chair is discouraging argument and trying to get people to work through
points of view.
Norming? Finding opportunities and action planning.
Performing? Allocating tasks and setting deadlines.
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Preparation for the Meeting

A large percentage of meetings will fail due to lack of preparation. Informal meetings do not need to
be as rigorous as formal meetings, but you must know the purpose of the meeting before it even
starts. The following notes will give you the steps to preparing for a formal meeting. Try to ensure
that elements of each step are included in your informal meeting to guarantee of success. The
author shall highlight areas that do not need to be a part of an informal meeting.

Steps that need to be taken when preparing for a meeting are:

Step One
Clarify the purpose of the Meeting
Start with I am calling this meeting because If the team members know what needs to be
covered in a team meeting then they know what will be discussed during the meeting. Formal
meetings will usually come with an agenda that will allow members of management to prepare for
the meeting before it actually begins. You should also be aware of what you want to achieve by the
end of the meeting. This is important so you can plan for the next meeting and works towards
achieving the goals of your organisation.
When a formal meeting is prepared it is important that you know the goals of the organisation.
Organisations have three type of goals. The three types of goals are:
Strategic goals: are set by and for top management of the organisation.
Tactical goals: set by and for middle management. These goals focus on how to plan
operations to meet the organisations strategic goals.
Operational goals: set by and for lower level management. Their concern is with
shorter term issues associated with the tactical goals.
These goals are critical to the effectiveness of meetings and they serve a number of purposes. The
purpose of goals is to:
Provide guidance to the organisation and to allow everyone to understand where the
organisation is heading.
Use effective goals help set priorities and good planning helps set future goals.
Help motivate staff to work harder. This is especially true if the goal is to motivate staff
to work harder to win an award or obtain a reward
Provide a way in which to evaluate the organisations progress and to control the actions
of employees.
The goals can assist group members in determining whether or not their decisions have the ability to
ensure that the strategic, tactical and operational goals are met.
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1.2 - Ensure style and structure of meeting are appropriate to its purpose
Step Two
What type of meeting is this one going to be?
We have already discussed both formal and formal meetings. The purpose of meetings is to:
Fulfil Australian Corporate Law in the form of Annual meetings that must be run every
six months. Unfortunately not all member of the Board are able to attend for personal
reason, other work commitments or they are simply out of the country. To increase
attendance to these meetings, more and more organisations are turning to
Teleconference or videoconference when members of the meeting are unable to
attend a meeting, they can be linked up via telephone or video link-up.
To participate for a particular part of the meeting or to contribute to a specific part of
the agenda. Staff may only be invited to the part of the meeting pertaining to
themselves or the information that they are required to report.
Unplanned meetings are a result of a quick change that may need to be changed to a
process or procedure.
Before planning a meeting, you need to know the purpose of the meeting, so you will be able to
determine whether it is formal or informal.
Informal Meetings
Informal meetings can be in memo, email or letter forms. It must be signed by the convener of the
meeting. Any agenda of the meeting must be attached to the notice. Check with your organisations
procedures if you are unsure of what needs to be done. You may also need to prepare documents.
Meeting for a special purpose

If the meeting is for a special purpose, the notice should list the topics to be discussed and should be
posted ten days before the meeting. This gives attendees the opportunity to prepare if there is an
issue they want to raise.
Go with the flow

Make sure that you understand all of the instructions that your supervisor gives you. If you are not
sure of an instruction use youre questioning and listening skills to clarify you issue.
Maintain eye contact, positive body language, concentrate, dont interrupt and summarise and
rephrase words to ensure that you understand what is being said.
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1.3 - Identify meeting participants and notify them in accordance with

organisational procedures
Step Three
Who is involved and who are the participants?
No matter how many annual meetings your organisation has there will always be four constants.
These constants are:
The President: Usually the CEO.
Vice President: Chairs, meetings and perform duties in the Presidents absence. In
larger organisations the Vice-President may also have a secretary to assist when they
have a large work load. The secretary/assistant usually takes minutes of the meetings.
Treasurer All organisations except the small ones will usually have an accountant
who will manage the organisations financial documents and prepare statements for
meetings. The accountant is usually an executive who is in an honorary position.
Secretary Arranges booking of venues, preparing and sending out notice of meeting,
designs the agenda (in consultation with the President) and sends it together with any
relevant reports, minutes and any other requirement to the attendees of the meeting.
The secretary keeps records of the company meetings, who is to attend and the
correspondence for both incoming and outgoing mail. It is the secretary who records
the apologies and notes the names of those who are attending the meeting.
During the meeting, the secretary will write the minutes (the issues discussed, the
decisions made and actions to be taken) and will actually be asked to read out the words
of a motion once it has been discussed and before it is put to a vote.
Annual General Meeting Participants include Board Members, office bearers of the
organisation, share holders and employees as required.
Board meeting participants include Board of Directors and office-bearers and other
company employees.
Committee meeting participants would be various members of staff who are part of a
team or committee arranged by the convener who was a list and their names or know
the individuals in the committee.
Staff meeting participants would be some or all members of staff depending on the
purpose of the meeting.
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Step Four
Notify Participants
Every organisation has its own way of notifying
participants of the meeting. It is important that
you are familiar with your organisations policies
and procedures in regards to meetings. Every
organisation will vary so it is important that you
know what steps you should be following.
Formal Notice
When you give formal notice of a meeting it is
usually two weeks prior to the meeting. The notice must give attendees enough time to organise
their schedules and make the necessary preparations for the meeting.
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Sample of a notice:

Notice of Board Meeting
Of
Exterminator Inc.

DATE: Friday 13th July

TIME: 12.00 pm

VENUE: The Board Room, 32nd Floor

Please forward any agenda items to the Secretary by July 9th.

Signed

Henry Sims
Secretary, Exterminators Inc.

hsims@ext.com.au
(03) 9632 8118

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The notices is usually on the organisations letterhead stating the time, date, venue and purpose of
the meeting. The notice may ask for agenda items that is, anything that management may want to
be raised at the meeting. These items will be placed under the general items list on the agenda.
The notice must be signed by the secretary and contain their contact details. A copy is then posted
to the recorded address and/or email of each participant and/or shareholder.
Some meetings are governed by the organisations constitution or in the case of shareholder
meetings, by legislation. The information may include what should be in the meeting, how many
days notice should be given before the meeting, where notice should be place. The notice will
include a summary of the agenda and will draw attention to important issues that need to be
addressed during the meeting. A letter may be attached with specific instructions for the
shareholders, such as a need to register to inform that they are attending.
Some large organisations issue an attendance card, mailed with the notice of meeting to
shareholders who are eligible to attend the annual general meeting. These shareholders must bring
the card if they wish to obtain admission to the meeting.
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1.4 - Confirm meeting arrangements in accordance with requirements of meeting

Step Five
Confirm meeting arrangements according to
the requirements of the meeting
Meeting arrangements will depend on whether
they are formal and informal. This means arranging
meetings can move from the simple to the very
complex.
Meeting arrangements will include:
Notice of the Meeting

May be by mail, email or by memo the notice
confirms the date, time, venues and purpose of the meeting.
Costs or budget
Every budget will differ. The budget allocated should be established and confirmed before you make
any arrangements for the meeting. The organisation will decide the amount of money that will be
spent. Guidelines should be available to outlines what should be spent on:
Catering
Staffing
Venue
Incidental, like flowers
Hire, delivery and equipment set up.
Maintaining files of previous meetings can be helpful in finding out how previous meetings were
arranged. These files should include costs and details of the items mentioned above.
Venue
You may need to book a venue if it is outside your work site or within it. Receive confirmation and
obtain a receipt. The receipt should have a list of any arrangements that have been agreed on, such
as venue management providing staff to serve morning tea or direct the flow of attendees.
Check all documents to make sure no misunderstandings about costs and level of service the venue
management is to provide. It would be appropriate to telephone your manager just to double-check
everything will be provided as arranged on the day.
Confirmation could also be a letter to the management of the venue signed by the convenor of the
meeting. The letter would set out the arrangements including the date and time of the meeting and
the expected number of attendees.
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If the venue is the organisations own boardroom, confirmation should be made with the member of
staff who is responsible for maintaining the reservations journal for the room, to ensure it has not
been double-booked.
Catering arrangements
Confirm all arrangements if you are using an outside caterer. This includes confirming the times,
types of food and number of people in attendance. Catering can be as simple as tea, coffee and
biscuits to food platters and meals.
If the catering was arranged by the management of the venue, the information should be included in
the documents covering the hire of the venue.
Technology
The meeting may require communication technology, such as microphones, teleconferencing
equipment or overheads. This technology needs to be booked or confirmed with the venue if
necessary. If you have the services of an event management organisation, then one telephone call
or email will confirm all of the details.
Document Documentation
Depending on the purpose of the meeting, you may be required to collate sets of documents
including:
The minutes of the previous meeting
Financial reports
Research reports
Chair persons report
Copies of correspondence
Draft documentation
Annual report.
If you are preparing the documents it is your responsibility to make sure that you have the correct
documentation and that is ready on time. You should always prepare a few extra sets, in case of
visitors or participants overlooked in the paperwork.
If it is not your responsibility to complete the paperwork, confirm that the task has been performed.
Accommodation
You may be called upon to confirm transport and reservations for pick up and delivery to a hotel of
travellers from interstate and overseas. Confirm all books to ensure that the participant will arrive
at the meeting on time.
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Minute Taker
Sometimes the secretary or the personal assistant of the Chairman will be asked to record the
minutes of the meeting. If you are assigned the task, correctly note the date, time and venue of the
meeting.
Confirm all arrangements and prepare a memo for your boss or supervisor showing that everything
has been checked.
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1.5 - Despatch meeting papers to participants within designated time lines

Step Six
Dispatch Meeting papers to participants within
designated timelines
By dispatching meeting paperwork before the
meeting, you are giving the participants the
opportunity to record, date and consider the
documents and other matters that are going to be
raised. The meeting papers should be sent by courier,
email or post. Some may be hand delivered.
Cyber theft may mean that some meeting papers are
encrypted to personnel. Many organisations send
copyright notices with their signatures asking for the information to not be opened.
Meeting papers are also dispatched to remind the participants that they still need to prepare to
present information, provide feedback or participate in research to ensure that they can be an active
participant in the meeting process.
With less formal meetings, a week prior or even less is sufficient notice. Of course, like any other
business practice, each organisation has its own policies and procedures and timelines. If you are
responsible for the task, you need to be clear on the procedure.
The designated timeline may include:
A time frame decided by the participants
Project timelines
Contractual obligations
Statutory requirements
Informal time frame
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2. Conduct meetings
2.1
Chair meetings in accordance with organisational requirements, agreed conventions for type
of meeting and legal and ethical requirements
2.2
Conduct meetings to ensure they are focused, time efficient and achieve outcomes
2.3
Ensure meeting facilitation enables participation, discussion, problem-solving and resolution
of issues
2.4
Brief minute taker on method for recording meeting notes in accordance with organisational
requirements and conventions for type of meeting
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2.1 - Chair meetings in accordance with organisational requirements, agreed

conventions for type of meeting and legal and ethical requirements
Chairing a meeting is a leadership task. The Chairs task is to release the talents of the group. You
should provide:
Vision The aim of the meeting
Direction Facilitating the meeting
Security giving the group a sense of purpose and well being.
Tao Te Ching wrote 2000 years ago that The best conqueror does not take part in the war. This
holds true for the chairing of meetings. Direct the process, delegate tasks to participants, lead the
operation, but DO NOT TAKE PART IN IT.
When conducting a meeting, the chair must be clear about agreed conventions of the formal
meeting. These agreed conventions are part of the management of the company by a Board of
Directors.
So what do agreed conventions do? Agreed conventions relate to other aspects of conducting
meetings, such as:
Informal decision making
Being recognised by the chair before you speak
Speaking through the chairperson and restricting discussion time
Enforcing time limits
Moving and seconding formal motions
Procedures for voting, including casting vote for chairperson and/or
Decisions of consensus.
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Agreed conventions for a public meeting include:
Informal decisions
waiting to be recognised by the chair
speaking through the chair person
restricting discussion through the chairperson
enforcing time limits on speakers
moving and seconding formal motions
Procedural motions allowing members to affect the conduct of the meeting.
Procedural motions are usually used to terminate, extend or defer debate.
Points of order used by participants if they believe that the speaker is violating on of
the standing orders such as speaking out of turn.
Procedures for voting the most common methods being:
Casting votes for chairperson
Decision by consensus a time consuming process that requires open participation by
everyone to search for and reach consensus.

Organisations/companies also have an official document that is its foundation. This foundation is
called the constitution.
The constitution is a master plan on how the organisation is run, including rules for its meetings.
These rules can include:
Frequency of meetings
Requirements of the quorum (minimum number of people allowed to attend)
Debate rules and standing orders. Conduct of debate is the decision making process and
voting procedures, time for speakers, etc. Standing orders are rules of procedures for
the conduct of the meeting particularly respect for the chairperson.
Keeping records, which includes the keeping and storage of minutes
The office-bearers and executives of the organisation, their powers and responsibilities.
One of the main problems with chairs can be that they cannot control the meeting. Chairs can also
be autocratic. Control of the meeting should be strict, especially if the meeting is large. However,
this control should be democratic most of the time and only strict when control is lost. Groups work
better when they feel ownership of the tasks that are going to be undertaken.
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Opening the Meeting

For a meeting to be good, it should:
Start on time.
The purpose of the meeting should be stated, as found on the agenda.
Make all introductions, apologies and attend to new members.
Announce procedures and the timetable of the meeting. How long will the meeting last,
the break times and indicate how the meeting will be controlled.
If you are chairing a group for the first time:
o
Identify and agree to the purpose of the group
Outline who everyone is in the meeting, their expertise and the tasks they
will be performing
Invite everyone to introduce themselves
If the group is well established:

o
Identify the purpose of this meeting
Note any changes
Remind the group of its identity
Introduce new members
Praise achievements of group members
Acknowledge new difficulties
Reaffirm the determination of the meeting to meet the challenge
Managing agenda items

Lead by example. Keep your group focused on what needs to be achieved and how everyone should
behave. Clarify information by using questioning and active listening techniques. Make sure that
everyone is clear on agenda items by:
Referring to the agenda
Conclude each item as you move through them
Clarify the importance and purpose of the team
Start every discussion positively
Stay within the allocated time for each agenda item
Give relevant background information as required.
P a g e | 30

Do not waste time during the meeting. Check to make sure that the conversation is necessary and
the chair encourages democracy in two ways.
By task behaviour: initiating discussion building on it and making suggestions
By process behaviour: gate-keeping to allow everyone to participate and put forth their
own ideas.
Chair persons roles

The chair can perform many roles in the meeting. These roles include:
A leader
o
Executing authority
Insisting on facts before authority
Watching out for group think
A coach/gatekeeper
o Protecting the weak
o
Controlling the dominant
Motivating the uninterested
Encouraging the nervous
Managing the jokers
A referee
o Keeping calm
o
Staying neutral
Managing conflict without suppressing it.
An administrator
o Organising the setting
o
Taking notes
Clock watcher
P a g e | 31

A good chair is someone who:
Establishes the role of the chair
Sets agendas
Maintain control
Uses tact
A bad chair is someone who:
Is not prepared
Does not set times
Gives poor information
Cannot control the meeting.
Opening the meeting is just as important as closing the meeting. Make sure that you retain control
as a chair even after the meeting.
Closing the Meeting

Closing the meeting is just as important as opening the meeting. The group is just about to break up
and we need to show what has been achieved during the course of the meeting in terms of tasks and
objectives.
To relieve your burden as chair, delegate as many actions as possible and this will:
Relieve a part of your burden
Give participants ownership of their actions
Build the team and
Demonstrate trust.
All actions should be agreed with. Make sure no one tasks on an unrealistic level of work. Schedule
actions to occur ASAP and advise any people who will be affected by any decision.
You may contact them via email or memo. You should:
Summarise what has been said and point the way ahead
What actions should be taken, by whom and when
Test for commitment
Check that everyone is happy with the record of the meeting
Set time and date for next possible meeting
P a g e | 32

Make sure that the meeting ends positively
Thank everyone for the participation and their efforts.
After everyone leaves, the meeting may be finished, but you still have duties to perform. This shall
be explored in Section Three.
Meetings are within ethical and legal requirements

Ethical behaviour means doing the right thing (Keown et al, 1999, p.18). In any business it is your
responsibility to protect the interests of your employer. Codes of practice have been written to
ensure that employees protect the interests of the Organisation.
Your organisations code of practice is used to guide employees in how to have an ethical approach
to their workplace practices and decisions.
Your organisation may have ethical codes of practice in the following areas:
Confidentiality
Confidentiality means:
Protecting the confidentiality of customers affairs. As an employee it is important that
you do not disclose any private information about your client without proper
authorization.
Ensuring that people outside the organisation do not overhear confidential information.
If you are on the telephone or using a fax, do not give any information to the caller
unless she or he can verify that they are able to receive the information.
Protecting the privacy of the employer and client
Duty of care
Duty of care means that your priorities should be to your employer. This means that if you are
abuse your position by divulging confidential information to competitors, then you are not
protecting the interests of your employer.
Non-discriminatory practices
Over the past 30 years the Commonwealth Government and the state and territory governments
have introduced anti-discrimination law to help protect people from discrimination and harassment.
The following laws operate at a federal level and the Australian Human Rights Commission has
statutory responsibilities under them:
Age Discrimination Act 2004

Australian Human Rights Commission Act 1986
Disability Discrimination Act 1992
Racial Discrimination Act 1975
Sex Discrimination Act 1984
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Each State/Territory in Australia has its own discrimination laws. Commonwealth laws and the
state/territory laws generally cover the same grounds and areas of discrimination. However, there
are some 'gaps' in the protection that is offered between different states and territories and at a
Commonwealth level.
In addition, there are circumstances where only the Commonwealth law would apply or where only
the state law would apply.
The main aim of each Act is to protect worker from discrimination in the following areas:
Race
Sex
Marital status
Intellectual impairment
Physical impairment
Compulsory retirement on the grounds of age (is prohibited)
Racial vilification (is unlawful).
These laws apply to every worker in Australia.
Conflict of interest
Your main loyalty should be to your employer. For this reason, you should avoid any decision that
may affect the interest of your employers business unless a superior is advised as the nature of that
conflict.
By fully disclosing this information you are acting in good faith.
If you are not unaware of your organisations code of practice and ethics, you can consult with your
supervisor.
There are also ethical and legal issues that you must adhere to. Ethical and legal requirements
include:
Requirements for public meetings certain laws relate to the notification and conduct
of shareholders meetings, particularly annual general meetings. Other laws and rules
also affect the conduct the meetings, such as: Ethical standards Guidelines; OHS;
environmental issues; EEO; IR and anti discrimination.
Codes of practice
Legislation relating to companies
P a g e | 34

2.2 - Conduct meetings to ensure they are focused, time efficient and achieve
outcomes
The agenda should be clearly marked allocating exactly how much time should be delegated to each
event. An inability to complete the agenda in the designated time may mean that important issues
will not be addressed. It is important for the chair to ensure that the meeting adheres to the
proposed minutes.
It is also important that the Chair maintains control of the meeting.
Tips for this control can be found below under Problem solving and conflict resolution. If you are
unsure of the policies and procedures of your organisations time management for meetings, you
may wish to check previous files on the meetings that are similar in nature. The historical minutes
will give you a framework in which to set up the times.
It is important that you check the time frames with your Chair or supervisor to ensure that they
agree with the times set. This may mean that you will have to consult with several supervisors to
ensure that they have enough time or to negotiate a time frame that will ensure that all issues are
covered.
A good agenda aims to guide its participants, make the meeting efficient and increases productivity.
An effective agenda for a meeting states what will occur during the meeting, including:
Making sure that the leader or group knows what needs to be completed during the
meeting
Provides the path that the meeting will follow
Reminds you what you should cover if you find that time is an issue
P a g e | 35

Sample: Meeting Agenda
Meeting Agenda
Meeting No. ________ DATE: _____ / _____ / _____ TIME: __________ am/pm
1. Welcome / Introductions
2. Apologies
This is where the guest speakers are

introduced and apologies are made in
regards to who cannot attend the
meeting
3. Minutes of previous meeting: accepted amended
4. Business arising from previous meeting

4.1
4.2
4.3
This is to discuss any outstanding items that have not been actioned
since the last meeting. It is used to determine the status of the
outstanding items. It should not be used to revisit issues that have
previously been discussed and resolved by the group. If the
resolution of the issue has created a new problem it should be listed
under new business.
5. Standing Items
5.1 Incident Reports
5.2 Inspection and Hazard Reports
5.3 New safe work Policies and Procedures
5.4 Training in safe work methods
5.5 Planned changes to the workplace
6. Any Other Business
P a g e | 36

2.3 - Ensure meeting facilitation enables participation, discussion, problem-solving

and resolution of issues
PARTICIPATON
Using questions
Make sure that everyone is relaxed and contributes to the meeting. You can stimulate discussion by:
Clarifying issues
Checking your understanding
Helping others to improve their understanding
Invite others to question the thinking
Making requests
Exploring ideas
Express opinions
Find fault or flaws
Force the speaker into a corner
Create an adversarial situation
Ask genuine questions and be aware of the repertoire open to you. Encourage people to speak by
acknowledging their expertise and experience. Types of questions, you may ask include
what/where/how/why/at what point/ where exactly/what do you think.
You can also make statements. These statements can be used to:
Introduce a point
Give information
Temper conflict or confusion
Measure the mood of the group
Provoke discussion.
P a g e | 37

Summarising
All meetings go through periods of calm, between or within items. Conversation dries and control
lapses, the Chair should summarise part of the meeting.
Good timing is essential. Dont summarise when the conversation is in full swing: take notes and
prepare for these lulls. There are three main points in any meetings when summarising becomes a
useful tool to guide the conversation:
1) Summarising the items. This can help control the items.
2) Summarising at the end of items. This will seal an agreement or clarify exactly what has been
agreed. This is a task that can usually be given to the administrator, to help clarify what to
put in the minutes.
3) Summarising at the end of the meeting. A brief summary will remind the group of its
achievement and point the way forward to the actions that will be taken.
P a g e | 38

PROBLEM SOLVING AND CONFLICT RESOLUTION

You will always find problems within a meeting. Individuals will object when their individual
interests come into conflict with those of the group. A basic rule is to treat all members of the group
equally. Alan Barker (2002, p.62-3) has outlined problem people and how to deal with them. The
following table is an outline of his recommendations:
The Bulldog
Aggressive, inflexible
Give him something to deal with
Looking for a fight
Separate his words from his manners
Out to score points
Keep cool
Liable to attack without warning
The Horse
Keen but boring
Give them a job to do
Goes by the book
Summarise and restate their remarks to
Intelligent but call talk forever
obtain a measure of control.
The Fox
Crafty
Force them to speak up
Undermines the meeting
Look for their hidden agenda
Conspiratorial, whispers a lot
Set the bulldog on them
A potential hijacker
The Monkey
Know it all
Keep control of procedures
Point of order expert
Ask them closed questions
Chatters all the time
Give them something to do
Swings from idea to idea

Volunteers a lot
The Hedgehog
Prickly
Respect their expertise
Whines and Whinges
Ask them to help
Despises everyone: may have been Give them status

squashed once of twice
Sceptical and defensive
P a g e | 39

The Gazelle
Timid and retiring
Ask direct questions
May be young
Encourage
Liable to run away
Praise
A silent worrier
Protect from the bulldogs
Unwilling to stand their ground
The Frog
Blabber mouth
Keep to the point
Leaps in unthinkingly
Appeal to the clock
Read it
Ignore gaffes
Ill-informed
Ask them to do the minutes
The Hippo
Wallows
Take them out of the mud
Half asleep
Pick on them suddenly
Like mud and not much else
Challenge them
Will agree to anything
The Giraffe
Easily distracted
Bring them down to earth
Dreams
Show respect
Rather sensitive
Dont trip them up
Will do anything no to fall over
Protect from bulldogs
A silent worrier
Unwilling to stand their ground

P a g e | 40

Conflict Resolution
Anxiety in meetings is usually caused by meetings. Many meetings have collapsed due to
discontent, fighting and hostility. Do not accept conflict, learn how to handle it.
The guiding principles of conflict are:
Make the purpose of the meeting very clear from the start. If necessary, write the
purpose on a flip chart.
Remember to control the conversation and do not get drawn into the argument
Do not interrupt
Listen and record the points people make
Dont join in
Turn complaints into objectives
Focus on solutions, not problems
Be a broken record by repeating questions over and over again to tie points into the
objectives of the meeting.
Be specific and explicit making sure that all points refer back to the meeting
Focus on action. Draw people away from what has been done and look to what will be
done.
There are various other reasons why conflict arises when people:
Have hidden agendas
o
Good agendas include:
Seeing the meeting as a career investment
Help the chair to be successful
Give the group strength
Encourage participation
Gain agreement for you own plans
If you are unable to identify the hidden agenda, you will be unable to remove it or at least use a
tactic that shows that you recognise it. Acknowledgement may stop the hidden agenda itself. Do
not let your suspicions become paranoia. By turning the search for the hidden agenda into a witch-
hunt, you are creating your own hidden agenda.
Play power games and political games
P a g e | 41

o
Political and power games are a normal part of business. Do not allow
power and political games to dominate the meeting. You can avoid this by
maintaining control of the meeting.
Like to hijack
o
Hijacking is a severe loss of direction, which occurs when a private agenda

attempts to take over. It may involve a conspiracy. A hijack usually means
that an important issue needs to be taken care of.
Participate in groupthink
o
Is the drive for consensus at any cost that suppresses dissent and appraisal
of alternatives in cohesive decision-making groups.
To counteract a groupthink:
o
Challenge the collective decision making and appoint decision owners
Appoint one person to act as devil's advocate
Pursue disagreements in an orderly way
Invite outsiders or new group members to kick start change
Examine procedures of the group.
P a g e | 42

Problem Solving
All meetings involve problem solving. Problem solving skills are the key to success.
Tudor Rickards, in his book Creativity and Problem Solving at Work (1990), proposes a set of five
problem types:
One right answer problems It is assumed that one problem has one solution. This is
rare because as time continues and problems are redefined, then solutions will change.
Insight problems Where the answer is discovered, not solved.
Wicked problems The answer to a problem is not validated until it is tried out
Vicious problems generate solutions that pose even greater problems
Fuzzy problems have unclear boundaries, making them difficult to solve.
You need to be able to determine who owns a problem, so that they can lead the problem solving
session:
Who is the person most motivated to solve the problem?
Does she or he want to do something about it?
Does the problem have an owner?
Once this is solved, you will need to categorise the problem into
Presented problems are the ones that are presented to us. We have no control over
them.
Constructed problems are challenges we set ourselves
Once we know this information, we can then solve the problem. The dynamics of problem solving
include:
Structuring the problem which occurs in three stages
1. Identify the problem
o
What is the current situation?
Does a gap occur between this situation and a more desirable one?
Are we certain that we do not already have a satisfactory category means of

closing the gap?
Once you have answered these questions, you can continue to the next stage.
2. Think about the problem
P a g e | 43

Now the problem has been identified, you can now use tools and techniques
appropriate to the task.
o
Puzzles a problem that is not your responsibility, but you can assist in
solving it.
Headaches pain shows that we are no longer outside the problem. You
may not be responsible, but you are being affected by it. You can deal with
it in two ways, relieve the pain or eliminate the problem. A good way in
which to relieve the pain is to minimise stress.
Planning problems is a constructed problem. Work out your plan

backwards from your objective, rather than forwards from where you are
Creative problems the problem is not identifiable, so you may need to use
a creative solution to resolve the problem.
Make sure that to resolve creative problems you follow:
Realistic courses of action that we might consider applying

immediately or putting to one side as a fall back solution
Embryonic ideas needing development to become feasible
Implausible ideas vague, nonsensical or seemingly impossible.
P a g e | 44

3. Develop the solution means:
o
Identify the positive aspects of the idea.
Now list the aspects that are negative or problematic: weaknesses,

shortcomings, risks and dangers.
Finally, list the interesting aspects of the idea: implications arising from it,
the consequences of implementing it, how it will affect other people and the
possible spin offs.

To strengthen the solution, do a how/how analysis which allows us to:
See alternative courses of action
Sift feasible courses of action from implausible ones
Identify recurring actions, or detailed actions that will accomplish more than one step.
Work out an action plan.
If you fail to work out what to do, your entire problem solving will have been a waste of time.
P a g e | 45

2.4 - Brief minute taker on method for recording meeting notes in accordance with
organisational requirements and conventions for type of meeting
The minute taker should be briefed on how they will record the minutes of the meeting. Once
signed by the chairperson, they can never be altered. Before every meeting, the minute taker
should be thoroughly briefed in how to take notes for the meeting.
Minutes do not include every word of the meeting, but a brief summary of event. Minutes are a
record of facts, decisions and agreed actions. Your aim is to keep the minutes as brief as possible.
Make sure that you know from the start exactly what is expected of you.
Any other matters that you are concerned about should be addressed as well.
P a g e | 46

3. Follow up meetings
3.1
Check transcribed meeting notes to ensure they reflect a true and accurate record of the
meeting, and are formatted in accordance with organisational procedures and meeting
conventions
3.2
Distribute and store minutes and other follow-up documentation within designated time
lines, and according to organisational requirements
3.3
Report outcomes of meetings as required, within designated time lines
P a g e | 47

3.1 - Check transcribed meeting notes to ensure they reflect a true and accurate
record of the meeting, and are formatted in accordance with organisational
procedures and meeting conventions
Transcribing the minutes
So we want to avoid hand cramps from writing minutes. Dont worry, you are not alone. Not many
people know that you have to have a running commentary of every word spoken during the
meeting. Minutes should be basic information such as who is assigned what responsibilities.
As a minute taker, it is your responsibility to mark off attendance and introduce people who do not
know each other. During the meeting outline what is happening during the meeting and focus on
understanding what is being said, who is being assigned what task for the next meeting.
You should write the minutes as soon as you can so the information is fresh in your mind. The
minutes should follow the agenda exactly, with identical numbers and item headings. Minutes
should include:
Name of the meeting
The venue, time and date
The names of the Chair, administrator and participants
Apologies for absence
Previous minutes agreed and signed;
Matters arising;
Summaries of each item
Summaries of submitted reports
Motions and amendments
Voting numbers
Proposers and second motions
Decision reached
Actions agreed, time and deadlines
Venue, date and time of next meeting
Date of completion and at least one signature, usually the Chairs. The administrators
signature is a welcome addition.
It is very important that notes are transcribed correctly. Failure to transcribe notes correctly can lead
to costly loses. The losses can:
P a g e | 48

Come from incorrect actions. These incorrect actions can incur losses in productivity
Incur expenses for changes that will not occur
Impede the records of the organisations history
Cause confusion amongst staff.
If a decision happens that affects staff and the decision is passed on to staff incorrectly the decision
can cause conflict and confusion, especially if it is contrary to the organisations culture.
Meeting notes are formatted in accordance with organisational procedures and meeting
conventions.
Your organisations policies and procedures will give you a clear idea of your requirements. You
should, however confer with the chair before the meeting to confirm matters in regards to the style
and layout of the meeting. For various examples of minute layouts and styles, type minutes into
your search engine on your computer for minutes of meetings shown of the internet.
Make the layout as attractive as possible. Allow a wide left margin and plenty of space between
items. Highlight actions to be taken.
Constructing a minute
The most effective minutes are carefully planned and laid out. Think of constructing your minutes,
rather than simply writing them. You should:
Put the minutes in context by telling readers why they are at the meeting and briefly
outline how the matter arose
The discussion should include:
o
Recent events
Dates and place names
Names of people met or interviewed
Sums of money
Legal necessities
Agreements or contracts
Policies
Documentation
Names of departments or other organisations
A summary of the decision should be agreed upon and outlined. Summarise as briefly as
possible.
Action what is to be done and by who. You should highlight these actions. Make sure
that the minutes satisfy everyone that attends.
P a g e | 49

Make sure that the minutes have:
Well structured sentences and paragraphs
Sentences no longer than 25 words long
No unnecessary dialogue and passive verbs
Should be written in the past tense
Should not use ambiguous wording that is vague
Activity 3.1

P a g e | 50

3.2 - Distribute and store minutes and other follow-up documentation within
designated time lines, and according to organisational requirements
Most organisations have their own timelines for the distribution of minutes. It is important that
these guidelines are followed to allow management and/or staff enough time to action a change. An
inability to meet time frames can have a far reaching affect on the organisation. These affects could
arise from:
Customer satisfaction may be impeded due to an organisations ability to respond fast
enough
Productivity could decrease due to incorrect feeding of information.
Time Management
Time management is one of the most effective keys to prioritising and meeting ensuring that you
complete the items laid out in the agenda. If you cannot control the meeting time, then you will be
unable to complete all of the items on the agenda and you will fall behind in the tasks.
In a globalised world economy time is money and we seem to have so little of it. If you do not keep
to a schedule and do not complete a task in the required time, you will have trouble keeping up.
You may also lose your credibility as a Chair if you cannot complete a task on time.
If you can answer these questions with a yes, then you may need to manage your time in a
different way:
Is the agenda so tight that you have problems meeting deadlines?
Do meeting participants make it hard to keep within the timelines?
Does the agenda have no room for flexibility?
Is it difficult for you to say no?
There are several effective techniques that you can use to ensure that you complete the tasks on
the agenda. They are:
Do the tough part first.
Look ahead.
Follow the schedule
Avoid useless distractions
Start now.
Look ahead
Do not procrastinate
P a g e | 51

To be effective, you need to have time management rules and then ask yourself four
questions.
Rules for time management

Plan solid blocks for everything
Classify all of your activities
Establish priorities
Questions
What am I doing that I dont have to do at all?
What am I doing that can be done better by someone else?
Am I establishing the right priorities for my activities?
If you believe that you need help with any of these questions, you should talk to team members who
are familiar with your job. If you are unsure of who to speak to, ask or consult with your supervisor
or team leader.
Activity 3.2
P a g e | 52

3.3 - Report outcomes of meetings as required, within designated time lines

Maintaining Records
Organise your computer
To use your computer for maximum efficiency:
Create folders (directories) for electronic documents
Create folders (directories) for emails and faxes
File your electronic documents in the correct way
Emails
Most organisations will provide all administrative staff with access to emails. Most emails can be
deleted once they have been read, but some will be filed. Your web browser will let you set up
folders to store messages to use to maintain a history of emails sent and received. Simply create
and name a new folder for meetings. Sub folders can be used to separate the different types of
meetings or meeting titles.
Emails are excellent for maintaining a history to confirm that you are operating within organisational
policies and procedures. However, the amount of information stored may become overwhelming
for your server. Develop a system for dealing with email messages.
Remember to:
Delete messages that you dont need
Forward all actions to be taken to the relevant staff immediately
File messages that need attention
Save attachments to the correct folders.
Your organisation may also have an internet/extranet/intranet. It is important that you are familiar
with each of these features. The internet is a global network of computers that are connected to
each other.
P a g e | 53

Normal Post
If you still choose to send your mail by normal post, it is important that you make sure that all mail is
tracked. Mail should be sent by certified or registered post. This ensures that a record of all
correspondence is kept and maintained.
Intranet/internet/extranet
An extranet is an intranet that is accessible to people outside the organisation. You may not have
anything to do with the extranet, but it is good to know that it is there.
An intranet is an organisations network and is only accessible to those people who are authorised to
use it. The intranet will look and operate like the internet, but access will be constrained to the
organisation. To ensure that organisational email attachments do not reach staff that should not
site the attachments, you may wish to send an email advising the relevant staff about where the
minutes can be found so that they can peruse the minutes at their own leisure.
Since the minutes are password protected, no one other than authorised personnel should have
access to the files.
Correspondence
Correspondence includes faxes, email, letters and memos. Correspondence with recipients of mail
should be checked to ensure that it is sent to the correct person. Some organisations will retain
copies of files for a number of years, on and off site. Electronic versions of correspondence may be
stored on computer disks or CD- ROMS.
It is important to be familiar with the organisations policies and procedures so that you can ensure
that you are taking the correct steps to the completion of your minutes. Historical records are an
excellent way in which to ensure that you are following the correct formats and styles for the
minutes.
Activity 3.3
P a g e | 54

SUPPLEMENTARY READING: Manage Meetings from Planning Basics (published by NC Division of

Adult Services, 2004)
Source: http://ssw.unc.edu/cares/planningbasics/meetings-rev2.pdf

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Overview of the subject

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I.1 Overview of the subject

Prepare for meetings

Follow-up after meetings

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1. Prepare for meetings

Develop agenda in line with stated meeting purpose

Ensure style and structure of meeting are appropriate to its purpose

Confirm meeting arrangements in accordance with requirements of meeting

Despatch meeting papers to participants within designated time lines

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1.1 - Develop agenda in line with stated meeting purpose

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Forming Members get acquainted, test interpersonal behaviours

Storming Members develop group structure and patterns of interaction

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Legitimate Power granted through the organisational hierarchy, i.e. is

Coercive power power to force agreement by psychological, emotional or

Referent power is based on identification, imitation, loyalty and charisma.

Expert power derived from knowledge and information

Personal and positional power power that stems from a manager's

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How groups behave

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Preparation for the Meeting

Steps that need to be taken when preparing for a meeting are:

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Meeting for a special purpose

Go with the flow

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1.3 - Identify meeting participants and notify them in accordance with

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