Plan, Manage and Conduct Meetings: D1.HGE - CL7.08 D1.HGA - CL6.05 Trainee Manual

Plan, manage and conduct meetings
D1.HGE.CL7.08
D1.HGA.CL6.05
Trainee Manual
Plan, manage and
conduct meetings
D1.HGE.CL7.08
D1.HGA.CL6.05
Trainee Manual
Project Base
William Angliss Institute of TAFE

555 La Trobe Street
Melbourne 3000 Victoria
Telephone: (03) 9606 2111
Facsimile: (03) 9670 1330
Acknowledgements
Project Director: Wayne Crosbie

Chief Writer: Alan Hickman
Subject Writer: Nick Hyland
Project Manager: Alan Maguire
Editor: Jim Irwin
DTP/Production: Daniel Chee, Mai Vu, Jirayu Thangcharoensamut
The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member
States of the Association are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia,
Myanmar, Philippines, Singapore, Thailand and Viet Nam.
The ASEAN Secretariat is based in Jakarta, Indonesia.
General Information on ASEAN appears online at the ASEAN Website: www.asean.org.
All text is produced by William Angliss Institute of TAFE for the ASEAN Project on “Toolbox
Development for Priority Tourism Labour Division”.
This publication is supported by Australian Aid through the ASEAN-Australia Development
Cooperation Program Phase II (AADCP II).
Copyright: Association of Southeast Asian Nations (ASEAN) 2012.
All rights reserved.
Disclaimer
Every effort has been made to ensure that this publication is free from errors or omissions. However,
you should conduct your own enquiries and seek professional advice before relying on any fact,
statement or matter contained in this book. ASEAN Secretariat and William Angliss Institute of TAFE
are not responsible for any injury, loss or damage as a result of material included or omitted from this
course. Information in this module is current at the time of publication. Time of publication is indicated
in the date stamp at the bottom of each page.
Some images appearing in this resource have been purchased from various stock photography
suppliers and other third party copyright owners and as such are non-transferable and non-exclusive.
Additional images have been sourced from Flickr and are used under:
http://creativecommons.org/licenses/by/2.0/deed.en
http://www.sxc.hu/
File name: TM_Plan_manage_conduct_meetings_310812.docx
Table of contents
Introduction to trainee manual........................................................................................... 1
Unit descriptor................................................................................................................... 3
Assessment matrix ........................................................................................................... 5
Glossary ........................................................................................................................... 7
Element 1: Plan and prepare for meetings ........................................................................ 9
Element 2: Conduct meetings ......................................................................................... 27
Element 3: Debrief and follow up meetings ..................................................................... 45
Presentation of written work ............................................................................................ 53
Recommended reading................................................................................................... 55
Trainee evaluation sheet................................................................................................. 57
© ASEAN 2012
Trainee Manual
© ASEAN 2012
Trainee Manual
Introduction to trainee manual

To the Trainee
Congratulations on joining this course. This Trainee Manual is one part of a „toolbox‟
which is a resource provided to trainees, trainers and assessors to help you become
competent in various areas of your work.
The „toolbox‟ consists of three elements:
A Trainee Manual for you to read and study at home or in class
A Trainer Guide with Power Point slides to help your Trainer explain the content of the
training material and provide class activities to help with practice
An Assessment Manual which provides your Assessor with oral and written questions
and other assessment tasks to establish whether or not you have achieved
competency.
The first thing you may notice is that this training program and the information you find in
the Trainee Manual seems different to the textbooks you have used previously. This is
because the method of instruction and examination is different. The method used is called
Competency based training (CBT) and Competency based assessment (CBA). CBT and
CBA is the training and assessment system chosen by ASEAN (Association of South-
East Asian Nations) to train people to work in the tourism and hospitality industry
throughout all the ASEAN member states.
What is the CBT and CBA system and why has it been adopted by ASEAN?
CBT is a way of training that concentrates on what a worker can do or is required to do at
work. The aim is of the training is to enable trainees to perform tasks and duties at a
standard expected by employers. CBT seeks to develop the skills, knowledge and
attitudes (or recognise the ones the trainee already possesses) to achieve the required
competency standard. ASEAN has adopted the CBT/CBA training system as it is able to
produce the type of worker that industry is looking for and this therefore increases
trainees chances of obtaining employment.
CBA involves collecting evidence and making a judgement of the extent to which a worker
can perform his/her duties at the required competency standard. Where a trainee can
already demonstrate a degree of competency, either due to prior training or work
experience, a process of „Recognition of Prior Learning‟ (RPL) is available to trainees to
recognise this. Please speak to your trainer about RPL if you think this applies to you.
What is a competency standard?
Competency standards are descriptions of the skills and knowledge required to perform a
task or activity at the level of a required standard.
242 competency standards for the tourism and hospitality industries throughout the
ASEAN region have been developed to cover all the knowledge, skills and attitudes
required to work in the following occupational areas:
Housekeeping
Food Production
Food and Beverage Service
© ASEAN 2012
Trainee Manual 1
Front Office
Travel Agencies
Tour Operations.
All of these competency standards are available for you to look at. In fact you will find a
summary of each one at the beginning of each Trainee Manual under the heading „Unit
Descriptor‟. The unit descriptor describes the content of the unit you will be studying in the
Trainee Manual and provides a table of contents which are divided up into „Elements‟ and
„Performance Criteria”. An element is a description of one aspect of what has to be
achieved in the workplace. The „Performance Criteria‟ below each element details the
level of performance that needs to be demonstrated to be declared competent.
There are other components of the competency standard:
Unit Title: statement about what is to be done in the workplace
Unit Number: unique number identifying the particular competency
Nominal hours: number of classroom or practical hours usually needed to complete
the competency. We call them „nominal‟ hours because they can vary e.g. sometimes
it will take an individual less time to complete a unit of competency because he/she
has prior knowledge or work experience in that area.
The final heading you will see before you start reading the Trainee Manual is the
„Assessment Matrix‟. Competency based assessment requires trainees to be assessed in
at least 2 – 3 different ways, one of which must be practical. This section outlines three
ways assessment can be carried out and includes work projects, written questions and
oral questions. The matrix is designed to show you which performance criteria will be
assessed and how they will be assessed. Your trainer and/or assessor may also use
other assessment methods including „Observation Checklist‟ and „Third Party Statement‟.
An observation checklist is a way of recording how you perform at work and a third party
statement is a statement by a supervisor or employer about the degree of competence
they believe you have achieved. This can be based on observing your workplace
performance, inspecting your work or gaining feedback from fellow workers.
Your trainer and/or assessor may use other methods to assess you such as:
Journals
Oral presentations
Role plays
Log books
Group projects
Practical demonstrations.
Remember your trainer is there to help you succeed and become competent. Please feel
free to ask him or her for more explanation of what you have just read and of what is
expected from you and best wishes for your future studies and future career in tourism
and hospitality.
© ASEAN 2012
2 Trainee Manual
Unit descriptor
Unit descriptor
This unit deals with the skills and knowledge required to Plan, manage and conduct
meetings in a range of settings within the hotel and travel industries workplace context.
Unit Code:
D1.HGE.CL7.08
D1.HGA.CL6.05
Nominal Hours:
30 hours
Element 1: Plan and prepare for meetings

Performance Criteria
1.1 Identify the need for meetings and who should attend
1.2 Decide on the style of the meeting and level of formality required according to
meeting purpose, occasion, nature of participants and enterprise procedures
1.3 Make arrangements for the meeting in accordance with organisational requirements
and within designated timelines
1.4 Develop an agenda in accordance with the purpose of the meeting
1.5 Prepare meeting papers and dispatch to participants before the meeting, where
appropriate, and within appropriate timeframes
Element 2: Conduct meetings

2.1 Chair meetings in accordance with enterprise procedures and meeting protocols
2.2 Encourage open and constructive communication
2.3 Reach agreement with meeting participants on meeting goals and conduct
2.4 Present information and ideas clearly and concisely
2.5 Give all participants the opportunity to contribute
2.6 Manage meetings to maintain focus on agreed goals
2.7 Conduct meetings within agreed times, or adjust times with the agreement of
participants
2.8 Record the minutes of meetings accurately, where appropriate
© ASEAN 2012
Trainee Manual 3
Unit descriptor
Element 3: Debrief and follow up meetings

3.1 Process and distribute documentation from meetings
3.2 Inform colleagues regarding the outcomes of meetings
3.3 Incorporate work resulting from meetings into the current work schedule with tasks
and actions prioritized, as appropriate
© ASEAN 2012
4 Trainee Manual
Assessment matrix
Assessment matrix
Showing mapping of Performance Criteria against Work Projects, Written
Questions and Oral Questions
Work Written Oral

Projects Questions Questions
1.1 Identify the need for meetings and who should 1.1 1,2 1
attend
1.2 Decide on the style of the meeting and level of 1.2 3,4 2
formality required according to meeting
purpose, occasion, nature of participants and
enterprise procedures
1.3 Make arrangements for the meeting in 1.3 5,6 3

accordance with organisational requirements
1.4 Develop an agenda in accordance with the 1.4 7,8 4

purpose of the meeting
1.5 Prepare meeting papers and dispatch to 1.5 9,10 5

participants before the meeting, where
appropriate, and within appropriate timeframes
2.1 Chair meetings in accordance with enterprise

2.1 11,12 6
procedures and meeting protocols
2.2 Encourage open and constructive

2.2 13,14 7
communication
2.3 Reach agreement with meeting participants on

2.3 15,16 8
meeting goals and conduct
2.4 Present information and ideas clearly and

2.4 17,18 9
concisely
2.5 Give all participants the opportunity to

2.5 19,20 10
contribute
2.6 Manage meetings to maintain focus on agreed

2.6 21,22 11
goals
2.7 Conduct meetings within agreed times, or

2.7 23,24 12
adjust times with the agreement of participants
2.8 Record the minutes of meetings accurately,

2.8 25 13
where appropriate
© ASEAN 2012
Trainee Manual 5
Assessment matrix
Work Written Oral

Projects Questions Questions
3.1 Process and distribute documentation from 3.1 26 14

meetings
3.2 Inform colleagues regarding the outcomes of 3.2 27,28 15

meetings
3.3 Incorporate work resulting from meetings into 3.3 29,30 16

the current work schedule with tasks and
actions prioritized, as appropriate
© ASEAN 2012
6 Trainee Manual
Glossary
Glossary
Term Explanation
A list, plan, outline, or the like, of things to be done,

Agenda
matters to be acted or voted upon
AV Audio Visual equipment
Catering Provision of food and beverage
The person responsible for conducting and managing a

Chairperson
meeting
A fellow worker or member of a staff, department,

Colleagues
profession
Conference A meeting for consultation or discussion:
Honest and accurate comments, void of emotion, used

Constructive communication
as a basis for operational improvement
Any form of information, whether in hard copy or

Documentation
electronic format
A reaction or response to a particular process or activity:

Feedback evaluative information derived from such a reaction or
response
Observant of conventional requirements of behaviour,

Formal
procedure
Ground rules Standard rules influencing conduct and actions
To put into effect according to or by means of a definite

Implement
plan or procedure
Informal Without rules or formality
The means of communication, as radio and television,

Media newspapers, and magazines, that reach or influence
people widely
An assembly or conference of persons for a specific

Meeting
purpose
Watch closely for purposes of control, surveillance; keep

Monitor
track of; check continually
Minutes A written record of verbal discussion in a meeting
© ASEAN 2012
Trainee Manual 7
Glossary
Term Explanation
Participant A person at a meeting
Writing materials, such as pens, pencils, paper, and

Stationery
envelopes
Time management The principle of using time in an effective manner
© ASEAN 2012
8 Trainee Manual
Element 1:
Plan and prepare for meetings
1.1 Identify the need for meetings and who
should attend
Introduction
The term meeting refers to „a bringing together‟. In business terms this generally
means bringing together different people with the common goal of reaching some type
of objective or outcome.
Most businesses will have meetings, using a range of meeting types and styles.
Regardless of the meeting, it is important that every
meeting has a purpose and provides value. It is not
productive to have meetings for the sake of having a
meeting, if there is no need for it.
Traditionally meetings take place using direct face to face
communication; however with a wider range of
communication technology becoming available every day,
meetings can take between people who are physically
located in all corners of the world.
Characteristics of meetings
Regardless of the type and style of meeting or where the meeting participants are
physically located all meetings will generally have similar characteristics.
In essence meetings are planned events, with some form of structure and purpose are
designed to:
Get people together
Get alignment towards a specific range of topics
Provide information
Brainstorm ideas
Exchange ideas and thoughts
Understand the topics discussed
Reach confirmation and agreement
Assign accountability and actions
Decide on further action or strategy.
© ASEAN 2012
Trainee Manual 9
Identify need for meetings

As mentioned, every meeting must have a purpose. There must be a reason to get
people together.
The purpose of a meeting must be clear for all participants. Nobody wants to come
along to a meeting and give up his or her time when they are not sure what the out-
come is going to be.
Prior to the meeting a number of issues need to be clarified.
These are just basic common sense questions that need to
be answered.
Is the meeting necessary or can you solve the problem
with a couple of quick phone calls?
Can these issues be discussed at another meeting? In other words do the issues
really warrant a separate meeting?
Do you need to access other people‟s information or do you have enough informa-
tion to solve the problem alone?
Generally a meeting has a two-fold purpose. Apart from aiming to solve and deal with
an emerging issue, meetings generally aim to be informative and consequently use the
opportunity to inform members about changes or new information that may affect them.
They aim to:
Inform people and share information about new issues or developments
Access new information and exchange information between participants at the
meeting
Make decisions by using those present to brainstorm ideas
and offer solutions
Review and monitor existing programs or project manage
new ones.
Intention of meetings
The intention of meetings will normally be dictated by the outcome to be reached
including:
Problem-Solving Meetings – these meetings are designed to discuss and find
solutions to existing or potential problems
Decision-Making Meetings – these meetings are designed to get key persons to
discuss a scenario, including their pro‟s and con‟s and to reach a suitable solution
Planning Meetings – these meetings are focused on future events and are normally
focused on developing strategies for implementation
Feedback or Follows-Up Meetings – these meetings are mainly designed to
communicate and discuss facts or events that take place during the normal course
of a business. It also involves following up on situations previously discussed
Combination Meetings – these meetings use a combination of the above. Most
meetings generally will involve a range of information sharing, discussion and
reaching decisions.
© ASEAN 2012
10 Trainee Manual
Key roles in meetings

Meetings held on a regular basis are usually attended by the same group of people
who cumulatively are responsible for deciding certain outcomes. In order to achieve
those outcomes in an orderly and fair manner, certain positions or roles are assigned to
certain participants.
Key roles are generally:
1. Chairperson
2. Secretary
3. Treasurer
Study the following information about each person‟s responsibilities
in accordance with their role.
Chairperson
It is the chairperson‟s responsibility to ensure the meeting‟s purpose is achieved. There
are two ways the Chairperson can attain their position, they can either be elected or
they can be appointed. Quite often, on small boards or committees, the person is
elected, often because no one else wants the job.
On larger more formal boards the Chairperson may be nominated based on their
expertise.
Some of their key responsibilities include:
They liaise with the secretary regarding the next agenda and contribute to its final
copy
They ensure that the minimum number of people are present so that the meeting
can take place (this is known as a quorum)
They open the meeting by welcoming participants
They make sure someone (normally the secretary) is taking the minutes
Attempt to move the meeting along at a timely and orderly pace. They do this by
following certain protocol guidelines that may include ensuring that:
 Speakers direct questions to them
 Only one person speaks at a time
 Speakers only speak once on a motion
 Speakers remain focused on the topic of discussion
 Motions are properly moved and seconded and that this is recorded by the
minute taker
 They remain objective and not allow someone to step outside of the guidelines
or not address the issue in question
 They set the date, place and time for the next meeting.
© ASEAN 2012
Trainee Manual 11
Secretary
The secretary‟s position is integral to the efficient functioning of a meeting. Their duties
are numerous and their tasks can be broken down into before, during and after the
meeting.
Prior to the meeting taking place, they will be responsible for:
Drawing up the agenda and sending out notices of meetings
Preparing items and organising correspondence
Ensuring there is enough seating.
During the meeting, they will be responsible for:
Taking a record of who is present, absent and reading out apologies for those
absent
Reading out the minutes from the previous meetings and any correspondence as a
result of previous minutes
Taking notes and minutes
Actioning incoming and outgoing correspondence by reading it out
to those in attendance.
After the meeting, they will be responsible for:
Writing up the minutes from the meeting notes
Following up on any correspondence
Completing any tasks given from the meeting
Preparing for the next meeting.
Treasurer
A treasurer is in charge of ensuring the finances of the organisation are kept in order.
They must ensure bills are paid and income is deposited into the bank. They are also
expected to report to the meeting on issues of finance. They will be expected to be able
to provide participants with an up-to-date position on the committee‟s financial position.
Participants of meetings
When conducting meetings, it is vital that only persons who have a vested interest in
the topics for discussion are included. All staff members in any business are normally
very busy and don‟t want to waste time attending meetings that serve no purpose to
them.
When deciding on the people who are to be invited to a meeting
there are a number of questions that must be answered.
Is this person required to play an active role in the meeting –
speak, share information or make a presentation?
Are the meeting topics relevant to the person?
Does the person need to be actually at the meeting to receive
the information or can it be delivered to them in another format?
© ASEAN 2012
12 Trainee Manual
1.2 Decide on the style of the meeting and level

of formality required according to meeting
purpose, occasion, nature of participants
and enterprise procedures
Introduction
Having a meeting for the sake of having a meeting is not productive. When planning a
meeting, there are many aspects to consider to ensure the right type of meeting is
arranged to reflect the requirements of the meeting.
There are many types of meetings, each designed to meet the requirements of the:
Persons attending the meeting
Availability of participants
Location of the meeting
Time frame and budget
Information being presented
Formality of the meeting.
Types of meetings
There are many types of meetings, normally dependent on who the participants are.
Some different types of meetings include:
Quick business meetings – short meetings to share or clarify
information, prepare and co-ordinate events, anticipate needs or
answer questions
“Stand-up” meetings – these meetings require people to remain
standing to keep them short and concise. They are used to make
announcements, clarify points, run through and explain events or
activities
Business meetings – normally with colleagues and managers,
however can be with customers, suppliers and members of the
community
Staff meetings – common type of meeting conducted with other staff to discuss
upcoming or past events, operational issues or share new information
Management Team meetings – these meetings are normally between departmental
managers and are aimed at solving problems, discussing information and results of
mutual need, to make decisions and allocate responsibility for action
Interdepartmental meetings - to get input from others,
discuss and interpret decisions, share information and
communicate facts
Coordinating meetings –discusses all aspects of an
event or activity
Board meetings – high level meeting involving senior
executives and directors to report results, set policies
and directions and to set strategy for the future
© ASEAN 2012
Trainee Manual 13
Team building meetings – aimed at bringing people of a team „together‟ and

„understanding each other‟. This involves communicating together, sharing thoughts
and ideas, discussing problems and reaching mutually agreeable solutions. It is
aimed to build and strengthen relationships within the group
Project Team meetings – based on a specific project and aimed at discussing the
various aspects of the project including tasks, schedules, responsibilities, results
and problems that exist
Creative product development meetings – to generate
new ideas and concepts towards new products, brands,
markets or operations
Community meetings – involves members or businesses
within the local community. The aim is to provide
information, explain reasoning, generate understanding,
get feedback and build relationships
Conferences and Retreats – these team building or reward meetings are used to
set new directions, undertake business planning and to motivate participants.
Style of meetings
The style of a meeting normally refers to the location or layout of a meeting. It is aimed
around the level of interaction and passing of information within the meeting.
Meeting styles will normally include:
Round table – where ideas and views are shared
Lecture – where one presentation is given with no feedback
required
Seminar - incorporating several presentations to a small
audience, again with limited or no feedback
Conference – where small to medium numbers of participants are involved and
ideas are shared, at times collectively, in small groups or independently of each
other
Congress – large meeting over several days with many
participants
Exhibition or trade show with manned stands and
demonstrations being visited by passers-by. Seminars may
also be included
Workshop – smaller groups with interactive discussion and
planning)
Training course – for the purpose of training involving sharing of information and/or
practical skills
Promotional event – to promote a brand, product or service
Telephone conference call – where people are included in meetings via the
telephone
Video conference– where people are included in meetings via video.
© ASEAN 2012
14 Trainee Manual
Frequency of meetings
Since a meeting can be held once or often, the meeting
organizer has to determine the repetition and frequency of
occurrence of the meeting.
Frequency of meetings, normally comprise of:
A one-time meeting – where meetings are self contained
and not reliant on other meetings. It focuses on one piece of
information, event or action
A recurring meeting - is a meeting that takes place at a scheduled time and place.
These normally include staff briefings or management meetings
A series meeting - is like a recurring meeting, but the details differ from meeting to
meeting.
Formality of meetings
The type and style of event will normally dictate how formal meetings will be.
Most meetings will normally have a mix of formal and informal aspects to them. They
will normally be formal in terms of having a structure, however informal in how topics
will be discussed. Normally the more frequent the meeting and involvement of line staff
will indicate a less formal approach, whereas executive meetings will normally be more
formal.
Formality of meetings will normally dictate:
Attire to be worn at the meeting
The structure of the meeting
Style of presentations and information to be given
Conduct
Budget and planning
Catering.
How formal and informal meetings will be conducted will be explained in a later section
within the manual.
Organisational requirements
Each business will have their own policies and procedures in relation to:
When meetings are scheduled
Who is required to attend
The style and format
The required action of participants
Confidentiality of information.
© ASEAN 2012
Trainee Manual 15
1.3 Make arrangements for the meeting in

accordance with organisational requirements
Introduction
Once the type, style and formality of meeting has been identified, the arrangements
must be made to ensure the meeting is conducted in a professional and effective
manner.
The aim of arranging meetings is to enable all participants within the meeting to be able
to undertake their role, be it speaking, making a presentation or participating in
discussions, in a manner that is streamlined, with all necessary tools at their immediate
disposal.
Arrange activities
Identify meeting leader or organiser
There is normally a specific person who has asked for the
meeting to be prepared. It is vital to talk to that person to gain
an understanding of how they would like the meeting to be
prepared and what resources they need.
Identify date, time and location
It is vital to get this information before major arrangement can
commence.
Book meeting facility
Once the date, time and location have been determined, it is
important to book or reserve the venue in adequate time.
Meetings may be held in an office, a boardroom or conference
room within the hotel or at an external venue.
Identify budget
An important task when making arrangements is to identify the meeting budget. The
budget will dictate the framework and expected inclusions for the
meeting.
Prepare information & agenda
It may be your task to actually prepare the agenda or to forward it, along
with invitations (where applicable) to expected participants. Along with
the agenda, participants may be given background notes or an
informational kit to help prepare them for the meeting.
Informational kits are extremely helpful for attendees who are from a
different city, state or country.
The information may also include helpful tips, facts and suggestions in terms of:
Accommodation options
Transportation arrangements or options
© ASEAN 2012
16 Trainee Manual
Background information on city or country

Weather information
Direction to the venue
Event schedule
Names of participants
Background information on the company or topics for
discussion
Dietary requirements.
Notify people
You may be required to notify a range of people that a meeting is scheduled. This
includes:
Organisers
Catering staff
Participants
Suppliers
Meeting room co-coordinator
Media.
Arrange venue layout
Once you have access to the venue, it is important to arrange it in a manner that
reflects the type of meeting to be conducted.
Layout aspects to be arranged include:
Tables & Chairs – for speakers and participants
Surrounding furniture – including catering tables, chairs, coat
racks, luggage storage
Stage – including lectern
Signage – to be displayed in the room itself, in front of the
meeting room and the entrance of the building,
including suitable directions
Aesthetics – Flowers, plants, music lighting and
temperature.
Arrange Equipment
The type of equipment required in a meeting may include:
Computers, printers and scanners
Photocopiers
Telephones including teleconference equipment
Video conference equipment
Data Projector and screen
© ASEAN 2012
Trainee Manual 17
Speakers
Internet connection or „wifi‟
Microphone (cordless or fixed), stand and speakers
Whiteboards and electronic whiteboards
Flip carts, large sheets of paper and pens
Lectern including light
DVD Player & TV screen
Lighting
Camera & video player.
Arrange stationery
It is important that all participants have all the necessary tools at their disposal to
record information. Most participants will expect these to be provided.
Effective meeting planners will arrange:
a „Stationery kit‟ which comprises a ruler, pencils, pens, scissors, highlighters, glue,
pins, „blue tac‟ calculator, laser pointer, whiteboard markets, eraser, stapler, staple
remover and hole punch.
Pens and pads
Name badges
Place settings
Water glass
Mints.
Arrange catering
Depending on the type of meeting catering may be very simple of
include a lavish banquet. Regardless of the type of catering it is
important to arrange:
Catering staff
Glassware, crockery and cutlery
Service area
Service equipment
Clothes and trays
Food
Timing of meals
Special requests of dietary requirements
Menus
Cash lists, registers and cash float if items are to be sold.
© ASEAN 2012
18 Trainee Manual
Specialised meeting staff

At times, specialised staff may be required to assist in any aspect of the meeting. This
may include:
Welcoming staff – to direct people, take their coats and bags
Meeting organisers – to help participants with any requirements they may need
including photocopying etc
MC – Master of ceremonies
Language translator
Photographer
Audio and visual expect – to assist with the operations and set
up of AV equipment
Computer technician to help with internet access or computer
operations
Catering staff – as mentioned above.
Constant communication
There are many aspects of a meeting that must be arranged and these may vary
between types of meetings.
Regardless of the type of meeting it is vital that any updated information be
communicated as soon as possible to the relevant people.
1.4 Develop an agenda in accordance with the

purpose of the meeting
Introduction
An agenda is simply a list of things to be discussed at a meeting. Most agendas take
the shape of a one-page document and are given out to the expected participants, prior
to the meeting. In informal meetings, quite often the agenda is handed out prior to the
commencement of the meeting, just as the participants are arriving.
A well organised secretary will have contacted participants prior to
the start of the meetings to inquire if they have anything they would
like put on the agenda. This may take place up to a few days prior
to the meeting.
If the meeting takes place on a regular basis, the secretary will
probably have a permanent list of people who regularly contribute
to the meeting, such as a treasurer. Sometimes during the course
of the meeting, the Chairperson will say “let‟s agenda that for the
next meeting”. In effect, that discussion will be postponed until the
next meeting. This generally happens when the topic being
discussed is lengthy and the duration of the current meeting doesn‟t
allow time needed to tackle the issue properly.
© ASEAN 2012
Trainee Manual 19
Types of agendas
Informal agenda
An informal agenda may include the following:
Title stating name of meeting
Date of meeting
Time of meeting
Place of meeting
Objectives of the meeting – usually brief paragraph
outlining the purpose of the meeting
A list of participants, their title and their position
A list of topics for discussion.
Formal agenda
For a formal meeting, the agenda may be more structured. It may include the following:
The opening stage
Apologies received – for those who are absent
A section confirming the acceptance of previous meetings
Most have a section known as Business Arising from
previous meeting
Correspondence
General business
Date for next meeting
Closing time of meeting.
Notice the chronological order in which these items appear. This
is significant.
Preparing the agenda

If the meeting is regular, participants may be allocated certain positions. If this is the
case, it will be the secretary‟s job to prepare the agenda. Although each meeting may
vary in its content, the agenda will normally be structured in a similar way.
General guidelines
As the secretary it will be your job to contact the Chairperson
of the meeting and ask them if they have any topics for
discussion at the next meeting. If they say yes, note the topic
on the agenda by briefly outlining a couple of key words.
For example: The chairperson has stated she would like to
discuss the state of the kitchen left by the night chef and his
crew. This would then appear on the agenda as cleaning
guidelines for night crew.
© ASEAN 2012
20 Trainee Manual
If the meeting is regular you will need to be aware that certain members such as those
who hold positions, such as the treasurer, will have a section to discuss each meeting.
All items need to be listed in a logical order. This is extremely
important because often one issue will depend on the outcome of
discussions about a previous issue.
Items need to be placed in order of importance.
You need contact names, addresses and or email numbers so that
the agenda can be distributed prior to the meeting. This ensures
everyone attending the meeting has a clear idea of the topics that
are going to be discussed.
Once you are clear about what items should be placed on the agenda, draft a rough
copy and give it to the chairperson to peruse. They may need to add or delete items.
When they have given you back the revised draft, print it out and ensure each partici-
pant receives a copy.
Be sure to run off extra copies for the meeting for those participants who forget to bring
their copy.
© ASEAN 2012
Trainee Manual 21
Sample Agenda
© ASEAN 2012
22 Trainee Manual
1.5 Prepare meeting papers and dispatch to

participants before the meeting, where
appropriate, and within appropriate
timeframes
Introduction
Quite often, the success of a meeting comes down to planning. As actual meeting
times are quite restricted, all participants must be aware of, in
advance:
The purpose of the meeting
Any background information
Topics for discussion
Their role in the meeting.
It is important that all participants understand what the meeting will contain and what is
expected of them. It is vital that they are given all relevant information, well in advance,
to ensure they are fully prepared when the actual meeting takes place.
Preparing and distributing meeting papers

In order to prepare participants you may be required to:
Prepare agenda
Prepare presentations
Prepare background notes
Give to staff, suppliers and other interested parties
Give to participants.
Confidentiality of information
In many cases, any information that is to be given to participants, is confidential and
not for distribution or viewing to anyone.
This may include:
Strategic plans
Financial information
Information about customers
Staff movements
Salary information
Operational matters
Marketing and promotional materials.
It is important to handle any information with discretion and to ensure it is only given to
those who are required to have it.
In many cases, any remaining documents left after a meeting must be kept in a secure
location to ensure it does not get in the hands of those whom are not required to
possess it.
© ASEAN 2012
Trainee Manual 23
Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer.
You must submit documentation, suitable evidence or other relevant proof of
completion of the project to your Trainer by the agreed date.
1.1 To fulfil the requirements of this Work Project you are asked to research and
identify:
Common characteristics of meetings

Different needs for meetings
Intentions of meetings
Recommended participants of meetings.
identify:
Different types of meetings

Style of meetings
Common frequency of meetings
Range of formality of meetings
Organisational requirements when planning meetings.
identify:
Different activities to be arranged when preparing a meeting.
identify:
Different types of agendas

How to prepare the agenda.
identify:
What meeting papers need to be prepared

How and to whom to distribute meeting papers.
© ASEAN 2012
24 Trainee Manual
Summary
Plan and prepare for meetings
Identify the need for meetings and who should attend:

Characteristics of meetings
Identify need for meetings
Intention of meetings
Participants of meetings.
Decide on the style of the meeting and level of formality required according to meeting purpose,
occasion, nature of participants and enterprise procedures:
Types of meetings
Style of meetings
Frequency of meetings
Formality of meetings
Organisational requirements.
Make arrangements for the meeting in accordance with organisational requirements and within
designated timelines:
Arrange activities
Constant communication.
Develop an agenda in accordance with the purpose of the meeting:
Types of agendas
Preparing the agenda.
Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and
within appropriate timeframes:
Preparing and distributing meeting papers
Confidentiality of information.
© ASEAN 2012
Trainee Manual 25
© ASEAN 2012
26 Trainee Manual
Element 2:
Conduct meetings
2.1 Chair meetings in accordance with enterprise
procedures and meeting protocols
Introduction
Whilst meetings are extremely valuable and effective avenues in which to share
information, make decisions and agree on strategies that will shape the future direction of
a business, it is vital that they are well managed.
As previously mentioned, meetings require the time and energy of many people, all of
whom have many other tasks to perform, therefore it is important not to waste time on
non-productive activities.
Meetings are not designed to be a „social activity‟ in which to
discuss their personal lives, they must be clearly driven
towards achieving the goals of the meeting.
Most meetings will have a person running them. This is
normally the person who called the meeting in the first place.
This person will assume the role of the „chairperson‟
regardless of whether they give themselves the title or not.
The role of the Chairperson

The role of the chair has been previously discussed in detail, but in essence it is their role
to ensure:
The meeting stays on track
The agreed topics are discussed and auctioned
All participants have an equal opportunity to contribute.
By adopting the following concepts, the chairperson can help to
conduct a meeting in an effective manner:
Be prepared – ensure all the necessary people, documents,
resources and equipment are ready and working
Use and follow the agenda – whilst deviations may occur, by sticking to the
predetermined framework, all necessary topics can be covered
Keep track of time – start and end the meeting on time and ensure that allocated
times for each agenda topic is adhered to
Include people – this will be discussed in a following section, however it is vital to
value the people in attendance
Get feedback – ensure all relevant people have had the opportunity to express their
opinions or knowledge.
© ASEAN 2012
Trainee Manual 27
Meeting flow chart

All meetings will normally follow a standard procedure or flow chart. As the chairperson, it
is helpful to understand the activities and flow associated with a meeting.
© ASEAN 2012
28 Trainee Manual
Opening Meetings
One of the key tasks is to start the meeting in the correct
manner. This will help to determine your control of the meeting
and to ensure it starts productively and on-track:
Always start on time – regardless of whether certain
participants are running late. This respects those who
showed up at the correct time and serves as a reminder to
those running late that sticking to the agenda and its
timeline is important
Welcome attendees and thank them for their time – everyone has other tasks they
could be doing so it is important to recognize the time they have contributed
Make introductions – if participants do not know each other, yourself or the company,
it might be worthwhile providing a brief introduction
Clarify your role in the meeting – now is the time to explain any ground rules in which
you may have for the meeting
Review the agenda – by doing this at the beginning of each meeting, participants are
reminded of the purpose of the meeting and all the major topics to be discussed
Allocate someone to take minutes – this may have been predetermined, however it is
important to check that recorded notes are being taken. Explain to participants copies
of the minutes will be given to them after the meeting
Start the meeting in a positive and enthusiastic manner.
Maintaining control
Not all meetings will run smoothly, sometimes meetings will come close to going out of
control and it will be up to the Chairperson to trying to keep control or bring order to the
meeting.
The three most common reason meetings get out of control are:
Disagreements and differences of opinion when making decisions
Talking about topics that are not relevant
Spending too much time on a particular agenda item, at the
expense of other items.
With many people having their own opinions and suggestions for how
things are to be done, it is understandable these reasons are so
common.
In later sections these reasons will be explored.
As a chairperson, it is wise to acknowledge them and deal with them accordingly.
© ASEAN 2012
Trainee Manual 29
2.2 Encourage open and constructive

communication
Introduction
Meetings are only as good as the ideas that the participants
bring forward. Great ideas can come from anyone in an
organization, not just its managers.
It is no point having people attend meetings if there are not able to express their views,
opinions or suggestions. The reason selected people have been invited to meetings
validates their input is valuable.
As the chairperson, it is your role to ensure everyone is given a fair opportunity to
participate in meetings.
In essence, a meeting is not all about the boss or the chairperson. It‟s about motivating
and extracting the best ideas from everyone in the group.
So how do we do this?
Confidentiality
Many people generally have reservations about being honest and open if they know what
they say is relayed to others after the meeting. This is especially true if their comments
are critical in nature. These critical comments, whether about a person, action or point of
view, may be an important aspect of a meeting topic and the basis for ways to improve
performance. They are vital to a meeting and should be encouraged.
In order to make people feel comfortable about giving honest communication, it is
worthwhile to introduce a ground rule in relation to confidentiality.
Open and constructive comments

Meetings are the most common place to address problems that exist in the workplace. In
order to find a suitable solution, it is important to understand the causes and why things
were said, or done in a certain way.
When dealing with problems, it is easy to criticise or play the „blame game‟.
Whilst it is important to talk about negative aspects of a
business, whether it is resulting from a person‟s action, an
operational procedure or something out of the control of the
business, it must be handled in a constructive manner.
It is important to remind participants the aim is to find a
solution, not to lay blame. Topics should be discussed in a
practical manner without letting emotions get in the way. Focus
on the problem, not who is to blame.
As the chairperson, it is your role to ensure that participants focus on finding a solution.
© ASEAN 2012
30 Trainee Manual
2.3 Reach agreement with meeting participants on

meeting goals and conduct
Introduction
One of the initial important tasks of a chairperson is to ensure that all meeting participants
understand, accept and respect the goals of the meeting and conduct that is to be
expected.
With many different people, each with their own personal agendas and opinions, coming
into a meeting their must be some rules in place to ensure the meeting can be conducted
in a civilised and productive manner.
Establishing ground rules

You don't need to develop new ground rules each time you have a meeting and the rules
you do have don‟t need to be long or extremely strict. However it is a good idea to have
simple ground rules that can be easily understood and used in meetings.
These ground rules form the foundation for running successful meetings.
Four simple ground rules are:
Allow people to participate – everyone should have an equal
opportunity to speak and be heard, without discrimination
Focus on the topic – stick to the topics on the agenda. If new
topics are introduced they should be noted for discussion in
„other business‟ at the end of the meeting, if time permits
Maintain momentum – always try to reach the desired action in a
positive and constructive manner
Try to reach closure – whether a decision is made or an action is
allocated to a staff member for completion, some form of
conclusion should be reached for each agenda topic.
In order for people to remember the ground rules the chairperson may decide to:
List your primary ground rules on the agenda
Review them periodically or when new participants come to meetings
Keep the ground rules posted on documents.
Appropriate and inappropriate behaviour

As you are no doubt aware not all behaviour is conducive to good meetings. Human
nature dictates that there will be many types of people whose behaviour is not only
unproductive, it is in fact counterproductive.
For example, people who constantly interrupt, domineer proceedings or manipulate a
group may hinder the meeting.
It is the Chairperson‟s responsibility to ensure meetings are running smoothly and that all
participants remain on track.
© ASEAN 2012
Trainee Manual 31
The type of behaviour that should be encouraged

includes:
Listening effectively/actively to others
Being open to other‟s suggestions
Ensuring that everybody is clear about what is
being said and expected
Mediating to ensure that amicable solutions are
reached
Negotiating issues so that all participants feel a consensus has been reached.
The Chairperson‟s role is to ensure that all participants are acknowledged and that they
receive a fair go. In essence they will ultimately be responsible for ensuring the success
or failure of the meeting.
Reaching agreement on meeting goals

The start of the meeting is not only a great time to reach
agreement on ground rules, it is also a good time to
reach agreement on the agenda topics that are to be
discussed during the meeting.
It is wise to briefly introduce the agenda items and the
times allocated to each one. Not only does this remind
participants what will be discussed in the meeting, it also
provides an opportunity to see if participants not only
understand the topics but agree to discuss them.
2.4 Present information and ideas clearly and

concisely
Introduction
As the meeting commences, each agenda item will be introduced,
discussed and actioned. Each agenda item must be discussed in a
clear and concise manner with an agreed outcome in the allocated
time.
Therefore information must be presented in a clear and concise
manner.
It is your role to ensure that participants providing information do so
without deviating towards other topics.
Motions
What is a motion?
A motion is normally a one-sentence statement that specifies the issue to be discussed.
After the issue is discussed participants are asked to vote on it. These two processes
together make a motion.
© ASEAN 2012
32 Trainee Manual
Motions are put before participants at a meeting in order for discussion and decisions to
be made. Normally once the motion has taken place, a note stating action needed, will be
placed along side of the motion.
Once the motion has been actioned, it is accepted by participants that this action will be
expected to be carried out. In many circumstances motions will be raised prior to the
meeting and the meeting will be the forum for debate. In these instances motions will
need to be accepted as being presented at one meeting in order for them to be presented
for discussion at the next meeting.
Motions need to be firstly put before the meeting and
secondly, „seconded‟ by at least one other participant.
Different types of motions
There are two main types of motions:
Independent
Procedural.
Independent Motion
An independent motion will deal specifically with the business raised at the meeting.
An independent motion could be “I move that we introduce a new restaurant menu
commencing the first day of next month.
Procedural Motion
These motions generally relate to procedures as opposed to a direct agenda item.
A procedural motion could be “I move that this meeting close by 9 pm tonight because the
Hockey Club have hired the premises”.
Points of order
A point of order can be called when it is thought that the
person speaking is not adhering to the topic or is speaking
out of turn or simply taking too long to address the point.
Anyone can call a point of order – even while the person is
speaking.
It is the Chairperson‟s responsibility to decide on the point of order. In effect they act like
the Person who holds the chair in Parliament. They rule on whether the person was out of
line.
Amendments
An amendment is simply an adjustment to a motion. It needs to be moved and seconded
because it is a small change. “Amendments can be moved at any time during the debate
on a motion but not after the mover is given the right of reply. A debate on amendments
takes precedence over debate on the motion and follows the same order of debate as a
motion, except that the mover of the amendment does not have the right of reply.
© ASEAN 2012
Trainee Manual 33
“When an amendment is moved and seconded the chairperson will first ask the mover
and seconder of the motion whether the amendment is acceptable. If the amendment is
acceptable to the mover and seconder of the motion then the amendment is incorporated
into the motion and debate will resume on the motion as amended. If the amendment is
not acceptable to either the mover or seconder of the motion the debate starts on the
amendment.
The purpose of amendments is to clarify or improve the motion. Amendments cannot be
used to thwart the intent of the motion and such amendments could be ruled out of order
by the chairperson.
If the amendment is lost, the original motion stands
and discussion continues on that motion as before. If
the amendment is passed, the motion now reads as
determined by the amendment and is referred to as
the amended, or substantive, motion”.
Order of debate
After the motion has been accepted (that is, moved and seconded) those people respon-
sible for moving and seconding the motion are given the first right of reply in that order.
They can choose to speak or they can decline or they can „reserve‟ their right to speak.
Then the Chairperson opens up the floor for debate by asking if anyone else would like to
contribute to the discussion.
If other participants decide to speak then once they have finished the Chairperson again
offers the floor to the mover by offering them the right to reply.
Once this process is repeated and no one else has anything to say, the Chairperson calls
for a vote and if the majority of the participants vote for the motion, it is carried. In effect
this means the motion is put down and becomes a binding consequence of that meeting.
However, if more participants don‟t support the motion, then it is said to be lost and the
motion is not voted in.
Reaching a solution
Where possible, as the Chairperson, you should try to
ensure that:
All relevant information has been discussed
Everyone has had the opportunity to contribute their
information, ideas and recommendations. This will be
discussed in the next section
A solution can be reached.
© ASEAN 2012
34 Trainee Manual
2.5 Give all participants the opportunity to

contribute
Introduction
The reason people have been invited to attend a meeting is because they have
something important to contribute. Hence at the meeting, each and every person has the
right to contribute. This contribution could come in the form of:
Making a presentation
Providing expert advice
Providing feedback or suggestion
Providing criticism
Providing acceptance and approval.
Everyone wants their say

Understandably, everyone feels that their own opinions are important and given that a
large percentage of people are extroverts, it often leads to people trying to dominate
conversations. Whether this is intentional or accidental, it must be controlled.
Fair and equitable opportunity to contribute

There are some simple steps to ensure everyone gets a fair
and equitable opportunity to express the feelings, inputs,
suggestions and concerns:
Refer to the ground rules, which should include
guidelines on listening and allowing others to speak
Allocate times for each person to contribute
Provide small group opportunities that afford more people the chance to speak
If a person is constantly interrupting, whether on purpose or unintentionally, it may be
wise to have a discussion with them, away from the group to discuss the unwelcome
interruption and remind them of the need for everyone to have a chance to speak.
© ASEAN 2012
Trainee Manual 35
2.6 Manage meetings to maintain focus on agreed

goals
Introduction
In essence a meeting is a „controlled conversation with a
purpose‟. It is important that the purpose of the meeting is
obtained. Many meetings can go off-course with some
topics taking longer to discuss, differences of opinion
being discussed and debated for longer than expected, or new topics introduced that
were previously arranged.
These courses of action are not always a negative aspect, and in many cases are
unforeseen discussions, relevant to the meeting and add further value to a meeting.
Maintaining focus
As a Chairperson, it is important that meetings maintain focus. This means, successfully
meeting the objectives of the meeting by covering the items detailed in the agenda and
the addition of other relevant items for discussion.
Whilst meetings certainly allow for flexibility, there needs to be an element of control to
them.
Meetings can easily get off track and stay off track leading to meetings not achieving their
initial objectives. The Chairperson must strive to keep meetings focused on the agenda
items.
Whenever you see the meeting drifting off track, it is important to get them back on track.
Common deviations
When maintaining control of meetings it is important to
identify and develop a strategy in advance for situations
where meetings may get out of control.
Following are common deviations to a controlled meeting,
which a Chairperson must be prepared and ready to tackle.
Social conversations
Meetings are a great time to catch up on social events, as
this is really the only time managers or participants are together in the same location, at
the same time.
Whilst it is expected that some social chatter takes place, it must not dictate the meeting.
Topics that are of a social nature or not relevant to the meeting should be stopped in an
appropriate manner.
Quite often they can be discussed before a meeting commences or after a meeting
concludes.
© ASEAN 2012
36 Trainee Manual
Reaching a decision
When trying to reach a decision to a problem or a suggested course of action, it is
inevitable that discussions can take longer than expected, as everyone normally wants
their input heard and differences of opinion are common.
It is important to have a pre-determined process put into place which helps participants
stay on track and focused.
A common decision making strategy could include:
Define the problem or situation
Define criteria to submit information or input
Generate alternatives giving each person a fair and
equitable amount of time to contribute
Evaluate alternatives using a predetermined time
frame and method
Vote or seek agreement on a course of action
Construct a strategy or implementation plan
Allocate or assign tasks to relevant participants.
Presentations taking too long
It is not uncommon that a person making a presentation takes a lot longer than
anticipated. If this is the case, a formal or friendly reminder is called for.
Differences of opinion
Everyone will have their own differences of opinion which can cause conflict and easily
take up precious meeting time.
It is important that the Chairperson encourages and respects the contribution of each
participant; however it is more important that it is done in a timely manner.
They may wish to:
Identify a time frame for discussion before a decision
is made or voted on
Allocate a specific time period for each person to
contribute
Direct the conversation, by dictating questions to
specific people to either deviate discussions away
from domineering participants or to involve passive people.
Introduction of new topics
As an agenda topic is discussed, it is common that new topics may be introduced. This is
especially common when brain storming or idea generation is the purpose of the meeting.
New ideas and topics are certainly welcomed, however a Chairperson must use their
discretion to determine whether its inclusion is important to the meeting objectives and if it
adds value.
© ASEAN 2012
Trainee Manual 37
The options to take include:

Allow discussion of the new topic
Table it for discussion at the end of the meeting in
„other business‟ if time allows
Table it for discussion in a new meeting. You may
wish to assign activities or persons responsible for
researching and presenting of the topic at the new
meeting. At this time, discussion should cease.
Sticking to the agenda

The easiest way to maintain focus is to remind people of the agenda and sticking to it as
much as possible. Every meeting has a predetermined objective and structure and it is
important that successfully following and meeting these is the key focus.
2.7 Conduct meetings within agreed times, or

adjust times with the agreement of
participants
Introduction
As previously discussed, there are a number of ways a
meeting can be sidetracked or where time management
becomes an issue.
It is important that the original meeting topics, as identified
in the agenda, be introduced, discussed and acted upon within the predetermined time
frame.
One of the most difficult tasks a Chairperson has is time management. Quite often time
seems to run out before all planned topics are discussed. Therefore, the biggest
challenge is keeping momentum to keep the process moving.
Time management techniques

There are a number of ways a Chairperson can help maintain good time management
within meetings.
These include:
Only include items that are required in meetings – look
at agenda items and determine if the topic needs to be
discussed in a meeting, or if it can be resolved outside
a meeting
Allocate tasks to be completed before meetings – try to
think of activities that can be done before a meeting,
such as research or identifying and discussing solutions in small groups, to help
reduce time spent on the topic in the meeting
© ASEAN 2012
38 Trainee Manual
Start on time and end on time – Everyone has other tasks to do, so
it is vital meetings start and end in a prompt manner. If you
announce the length of the meeting and then stick to it, fewer
participants will keep looking at their watches, and more
participants will take an active role in your meetings
Allocate and notify times – where possible have predetermined
times for each agenda item and discussion times associated with
each one
Ask participants to help with time management - ask attendees to
help you keep track of the time
Time to decide - If the planned time on the agenda is getting out of hand, present it to
the group and ask for their input as to a resolution
Allocate to new meeting – if a decision can‟t be reached in this meeting table it to the
next meeting.
Closing meetings
We have discussed the importance of starting and conducting a meeting in a timely and
professional manner. It is also important that meeting concludes in a positive manner with
each person aware of what was achieved and what is expected to done after the meeting.
When closing a meeting:
Thank the participants for their time and valuable contributions
Summarise the meeting topics
Review actions and assignments
Clarify that meeting minutes or actions will be reported. Explain
the process
Set the time for the next meeting and ask each person if they
can make it or not. This can be used to get their commitment
Try to end on a positive note
Always end meetings on time.
2.8 Record the minutes of meetings accurately,

where appropriate
Introduction
One of the key requirements of any meeting is to record minutes.
Minutes are a written record of what was discussed, agreed and
actioned.
Minutes as evidence
The minutes of a meeting are evidence of that meeting, they are in
fact a record of the things said, a list of those who attended the
meetings and decisions made at that meeting. They clearly state
what happened, who said what and who has been actioned to do what in the future.
© ASEAN 2012
Trainee Manual 39
They provide participants with a tangible record of events

resulting from the meeting. They enable future meetings to
proceed in a logical format and enable new members to follow
guidelines about meetings by viewing previous minutes of
meetings.
They also provide those who failed to attend the meeting, with a
document stating what happened and this enables them to fill in
the bits they missed out on.
Auditors can also use minutes as evidence in cases of law and
for evidence.
Minutes ensure that objectives are addressed and outcomes are
attained. They are a very effective method of ensuring meetings
are productive and orderly. They help participants focus and remain on-track to achieving
outcomes.
In large organisations, meetings will be attended by participants who hold positions and if
this is the case the secretary may be again nominated to take the minutes from the
meetings.
Minutes should be taken on the spot and elaborated on (if need be) as soon after the
meeting as possible. This ensures that nothing is forgotten. Minutes should be a true and
accurate reproduction of what took place at the meeting, not what the Chairperson
thought took place.
In essence minutes can be likened to a photocopy of the meeting.
Formal and informal minutes

Generally minutes can be divided into formal and informal.
Informal minutes
A very informal meeting may only include the following:
Outcomes or conclusions reached
A list of intended actions and the name of person responsible for that action
A brief dot point of items that remains unresolved (these may be carried over to the
next meeting and will generally be placed on the next meeting‟s agenda).
Formal minutes
Formal minutes are detailed, and should include the following:
Date, time and location of the meeting
Objectives of the meeting
List of participants
Items discussed - this normally includes a comment beside each
item – comments include person‟s name and what they said.
Often decisions need to be made about taking action on an item and this is called voting.
When voting is involved, the names of those individuals who first vote and those who
second the vote are needed. This is immediately followed by the outcome of the vote.
© ASEAN 2012
40 Trainee Manual
Next a list of assigned tasks will appear. This will be followed by expected results and a
timeline.
It should also list items that were not discussed and the reason why they were not.
Verify minutes
Minutes of the meeting are often taken by a different person, than
the Chairperson. At times their perception of events, discussions
and future actions may be perceived in a slightly different way to
what you may believe.
Once minutes of the meeting have been prepared, it is good to
revise them to ensure they are accurate.
Check any personal notes taken during the meeting to ensure they
match the minutes taken. If not, it is often wise to discuss these with
the person taking the notes to try to understand why there were recorded in a specific
way. You, personally, may be person it interpreted information differently that what the
other participants agreed.
In addition, to ensure accuracy, you may want to confirm minute meetings with another
participant at the meeting.
© ASEAN 2012
Trainee Manual 41
Work Projects
You must submit documentation, suitable evidence or other relevant proof of completion
of the project to your Trainer by the agreed date.
2.1 To fulfil the requirements of this Work Project you are asked to research and identify:

The flow chart of a normal meeting
How to open meetings
How to maintain control of meetings.
How to encourage open and constructive communication.
How to reach agreement with meeting participants on meeting goals and

conduct.
How to present information and ideas clearly and concisely.
How to give all participants the opportunity to contribute.
How to manage meetings to maintain focus on agreed goals.

How to close meetings.
How to record the minutes of meetings accurately.
© ASEAN 2012
42 Trainee Manual
Summary
Conduct meetings
Chair meetings in accordance with enterprise procedures and meeting protocols:

Meeting flow chart
Opening Meetings
Maintaining control.
Encourage open and constructive communication:
Confidentiality
Open and constructive comments.
Reach agreement with meeting participants on meeting goals and conduct:
Establishing ground rules
Appropriate and inappropriate behaviour
Reaching agreement on meeting goals.
Present information and ideas clearly and concisely:
Motions
Points of order
Amendments
Order of debate
Reaching a solution.
Give all participants the opportunity to contribute:
Everyone wants their say
Fair and equitable opportunity to contribute.
Manage meetings to maintain focus on agreed goals:
Maintaining focus
Common deviations
Sticking to the agenda.
Conduct meetings within agreed times, or adjust times with the agreement of participants:
Closing meetings.
Record the minutes of meetings accurately, where appropriate:
Minutes as evidence
Formal and informal minutes
Verify minutes.
© ASEAN 2012
Trainee Manual 43
© ASEAN 2012
44 Trainee Manual
Element 3:
Debrief and follow up meetings
3.1 Process and distribute documentation from
meetings
Introduction
Once the meeting has finished it is important to ensure the
momentum gained during the meeting doesn‟t diminish once the
meeting is over. If this takes place, the process of actually
spending the time to prepare and conduct the meeting has been a
complete waste of time and resources.
It is important to keep the momentum strong, especially in the
immediate aftermath of the meeting, whilst the topics, discussions
and agreed solutions are still fresh in everyone‟s mind.
It normally falls upon the Chairperson, secretary or other nominated person to prepare
and distribute documentation stemming from meetings. Regardless of who prepares this
documentation, it must be managed by someone.
So what documentation and activities need to be prepared and distributed?
Processing documentation
Every meeting is different and hence the documentation to be prepared will vary
depending on the meeting topics and outcomes.
Documents that need to be prepared include:
Minutes of the meeting – this was discussed in the
previous section
Copies of presentations – if a presentation was made
during the meeting, it is important to prepare a hard or
electronic version of this
Copies of background information – this is information that was prepared as
supporting evidence for discussion in the meeting
Course of action and responsibilities – this is often documented in the minutes
New information to help participants achieve allocated actions – any new information
or research that may have been discussed or outlined in the meeting, which may help
someone achieve their actions, stemming from the meeting. For example, the meeting
may have resulted in allocating a participant to prepare a new marketing strategy and
promotional budget. The collection and inclusion of previous year‟s information, may
help someone in this task
Agenda for next meeting – this helps participants to understand what is required and
expected for the next meeting and what will be tabled for discussion in the next
meeting. This gives participants ample preparation time.
© ASEAN 2012
Trainee Manual 45
Distributing documentation
Once the documents have been prepared they must be
distributed in a timely manner.
In many cases, the information contained within the
documentation may be of a sensitive nature and therefore
confidentiality must be adhered to.
The most common methods to distribute documentation
include:
Delivered personally – this is the best way as it not only ensures the documentation is
received by the correct person, without others having access to it, but provides the
opportunity to ask or answer any questions either party may have
Email – this is a common method where participants are geographically separated as
it allows instant and secure access to information in a cost effective manner
Most documentation is prepared in electronic format, and many participants prefer to
receive electronic information, over hard copy information, as is allows easier
manipulation of information contained within.
This method is also preferred to where large number of people are involved, it allows
for a recipient to confirm receipt of documentation, and allows others to be copied into
emails (normally superiors)
Internal mail – this is a common way to send hard copy information between people in
an organisation
Courier – this is used when hard and electronic (on a memory
stick) documents need to be sent to a location where personal
delivery is not possible and where prepared documents are
preferred, such as a folder containing information in a desired
format. This saves the recipient having to print and compile
information sent via email.
Acknowledge receipt of documentation
Regardless of the method chosen to send documents, it is important that the sender
follows up to ensure:
The documents have been received by the correct person
The person understands what is required of them.
By ensuring that all necessary documentation is send and received, in a timely manner
and in a method that is understood, momentum that was developed in the meeting can be
maintained.
© ASEAN 2012
46 Trainee Manual
3.2 Inform colleagues regarding the outcomes of

meetings
Introduction
Meetings normally incorporate key decision makers, including managers and supervisors,
of:
A department - such as Food & Beverage or Rooms
Division
An outlet of a department – such as a restaurant,
room service or kitchen which are part of the Food
and Beverage department
An area of responsibility not contained within its own
department – fire safety, employee safety or
employee satisfaction
An activity – a specific project (re-launch or promoting to a new target market
segment) or tasks (creating a menu).
Meetings normally just include just key decision makers as it would be impractical or poor
time management to have all staff at every meeting. Therefore any information or
actions that are discussed or agreed within meetings, that impact the operations and the
way staff conduct their activities, must be communicated in a timely manner.
Information is power, and it is important that all relevant people receive information
quickly to stop untrue gossip from circulating. Honest and accurate information is a key to
effective and successful operations.
Types of information
There are endless types of information that must be communicated to staff, through
managers and supervisors, including:
Upcoming events – specific events relating and impacting on the business, whether
internally or externally generated
Customer information – arriving VIP‟s and their requirements during a stay
New policies and procedures – new rules or ways to conduct
activities
New products and services – including new menus, promotions,
branding
Customer comments – relaying of positive and negative comments
regarding specific outlets or staff given by customers
Staff movements – new or departing staff and opportunities for
promotion
Operational issues – day to day information aimed at improving
operations.
© ASEAN 2012
Trainee Manual 47
Types of action
Whilst most communication required to be known by other managers, supervisors and
staff is information, at times there are direct actions that need to be taken, either:
Directly by management or supervisors
Through staff in consultation and direction by management and supervisors.
Some types of action that must be communicated for implementation include:
Conduct research – through internet research, collecting
ideas from staff or asking and observing customers. This
may relate to topics such as what products and services
customers prefer, what items they are purchasing, areas for
improvement in the eyes of staff and customers to name a
few
Prepare a presentation – based on the research, a presentation or report may need to
be prepared for the next meeting
Prepare a strategy or action plan – to encourage „ownership‟ of ideas, staff may work
with managers to decide and draft a strategy to improve their departments operations
Implement action – they may be required to implement a specific
action such as a new policy or procedure
Act on information – they may need to act on information provided
by managers resulting from meetings. For example if a VIP is
arriving, staff may need to ensure the room is prepared to his/her
liking and preferences. It may be the preparation of a specific food
such as a cookie.
Regardless of the type of action to be taken and the level of
involvement of staff, the overriding responsibility still lies with the
manager.
How to manage the effects of information or actions to be incorporated will be discussed
in the next section.
© ASEAN 2012
48 Trainee Manual
3.3 Incorporate work resulting from meetings into

the current work schedule with tasks and
actions prioritized, as appropriate
Introduction
Once any relevant information or action resulting directly from
a meeting, have been prepared, distributed and explained, it
now must be incorporated into work activities.
Just because the end person responsible for incorporating
information and actions may be different from the person who
gave the instruction, it is vital that all necessary assistance,
guidance and support are given to ensure they are
implemented in the most successful manner.
Implement information and actions

When implementing information or actions it is essential that the person who will be doing
the implementing have the necessary resources to do so successfully. These resources
include:
Responsibility
Notification to others of that person‟s duties or level of responsibility and authority
Accurate instruction
Adequate training
Necessary resources
Sufficient time
Constant feedback and communication.
Monitor information and actions

When any information or action requires incorporation in
the workplace, it is essential that management constantly
monitor to ensure that it takes place in its intended method
and the outcomes indeed bring about a positive and
beneficial impact on operations.
This is especially true when the required change is
substantial such as a new procedure or policy.
© ASEAN 2012
Trainee Manual 49
Obtaining feedback from staff

Whilst this section has discussed communication from
management to staff, in relation to information or actions to be
implemented, it is even more important to get feedback from
those actually implementing the changes, to see how
improvements can be made.
Any new information or action that is incorporated into the
workplace will normally require some level of change, which is
never easy for staff to do.
As a manager is the one who actually introduced the new
information or action, they must ensure that their staff receive
their your support and commitment.
Report information and actions

More often than not, managers are required to report back any progress or feedback
relating to any new actions or information incorporated into the workplace.
By undertaking constant monitoring and collecting valuable feedback from staff, the
information to be prepared and presented in the next meeting will be very valuable.
Conclusion
In this manual we have explored all the steps involved in:
Preparing for a meeting
Conducting a meeting
Communicating meting information
Implementing activities resulting from meetings.
Meetings are a very important aspect of all businesses and
when used correctly, is the greatest avenue to share
information and to develop plans for business success.
© ASEAN 2012
50 Trainee Manual
Work Projects
You must submit documentation, suitable evidence or other relevant proof of completion
of the project to your Trainer by the agreed date.
How to process and distribute documentation from meetings.
3.2 To fulfil the requirements of this Work Project you are asked to research and identify
how to inform colleagues regarding the outcomes of meetings including:
Types of information to be communicated

Types of action to be communicated.
3.3 To fulfil the requirements of this Work Project you are asked to research and identify
how to:

Report information and actions.
© ASEAN 2012
Trainee Manual 51
Summary
Debrief and follow up meetings
Process and distribute documentation from meetings:

Processing documentation
Distributing documentation.
Inform colleagues regarding the outcomes of meetings:
Types of information
Types of action.
Incorporate work resulting from meetings into the current work schedule with tasks and actions
prioritized, as appropriate:
Report information and actions
Conclusion.
© ASEAN 2012
52 Trainee Manual
Presentation of written work

1. Introduction
It is important for students to present carefully prepared written work. Written presentation
in industry must be professional in appearance and accurate in content. If students
develop good writing skills whilst studying, they are able to easily transfer those skills to
the workplace.
2. Style
Students should write in a style that is simple and concise. Short sentences
and paragraphs are easier to read and understand. It helps to write a plan
and at least one draft of the written work so that the final product will be
well organized. The points presented will then follow a logical sequence
and be relevant. Students should frequently refer to the question asked, to
keep „on track‟. Teachers recognize and are critical of work that does not
answer the question, or is „padded‟ with irrelevant material. In summary,
remember to:
Plan ahead
Be clear and concise
Answer the question
Proofread the final draft.
3. Presenting Written Work

Types of written work
Students may be asked to write:
Short and long reports
Essays
Records of interviews
Questionnaires
Business letters
Resumes.
Format
All written work should be presented on A4 paper, single-sided with a left-hand margin. If
work is word-processed, one-and-a-half or double spacing should be used. Handwritten
work must be legible and should also be well spaced to allow for ease of reading. New
paragraphs should not be indented but should be separated by a space. Pages must be
numbered. If headings are also to be numbered, students should use a logical and
sequential system of numbering.
© ASEAN 2012
Trainee Manual 53
Cover Sheet
All written work should be submitted with a cover sheet stapled to the front that contains:
The student‟s name and student number
The name of the class/unit
The due date of the work
The title of the work
The teacher‟s name
A signed declaration that the work does not involve plagiarism.
Keeping a Copy
Students must keep a copy of the written work in case it is lost. This rarely happens but it
can be disastrous if a copy has not been kept.
Inclusive language
This means language that includes every section of the population. For instance, if a
student were to write „A nurse is responsible for the patients in her care at all times‟ it
would be implying that all nurses are female and would be excluding male nurses.
Examples of appropriate language are shown on the right:
Mankind Humankind
Barman/maid Bar attendant
Host/hostess Host
Waiter/waitress Waiter or waiting staff
© ASEAN 2012
54 Trainee Manual
Recommended reading
Recommended reading
Alessandra, Dr Tony; 2011(Kindle edition); Conducting Powerful Meetings; Amazon
Digital Services
Baird, JE; 2000 (1st edition); Guide to Conducting Meetings; Abingdon Press
Doyle, Michael; 1993 (1st edition); How to Make Meetings Work!; Berkley Trade
Henkel, Shri; 2007 (1st edition); Successful Meetings: How to Plan, Prepare, and Execute
Top-Notch Business Meetings; Atlantic Publishing Company
Kelsey, Dee; 2004 (1st edition); Great Meetings! Great Results; Hanson Park Press, Inc
Parker, Glenn M; 2006 (1st edition); Meeting Excellence: 33 Tools to Lead Meetings That
Get Results; Jossey-Bass
Pittampalli, Al; 2011 (1st edition); Read This Before Our Next Meeting; The Domino
Project
Streibel, Barbara; 2007 (1st edition); Plan and Conduct Effective Meetings: 24 Steps to
Generate Meaningful Results ; McGraw-Hill
Thomsen, Kaare; 2011 (1st edition); Meetings That Give Results: How to Plan and Chair
Productive Meetings; Gottleben
© ASEAN 2012
Trainee Manual 55
Recommended reading
© ASEAN 2012
56 Trainee Manual
Trainee evaluation sheet

The following statements are about the competency you have just completed.
Don’t Do Not Does Not

Please tick the appropriate box Agree
Know Agree Apply
There was too much in this competency

to cover without rushing.
Most of the competency seemed relevant

to me.
The competency was at the right level for

me.
I got enough help from my trainer.
The amount of activities was sufficient.
The competency allowed me to use my

own initiative.
My training was well-organized.
My trainer had time to answer my

questions.
I understood how I was going to be

assessed.
I was given enough time to practice.
My trainer feedback was useful.
Enough equipment was available and it

worked well.
The activities were too hard for me.
© ASEAN 2012
Trainee Manual 57
The best things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The worst things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The things you should change in this unit are:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
© ASEAN 2012
58 Trainee Manual

Plan, Manage and Conduct Meetings: D1.HGE - CL7.08 D1.HGA - CL6.05 Trainee Manual

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Plan, Manage and Conduct Meetings: D1.HGE - CL7.08 D1.HGA - CL6.05 Trainee Manual

Uploaded by

Copyright:

Available Formats

Plan, manage and conduct meetings

William Angliss Institute of TAFE

Project Director: Wayne Crosbie

Introduction to trainee manual........................................................................................... 1

Assessment matrix ........................................................................................................... 5

Element 1: Plan and prepare for meetings ........................................................................ 9

Element 2: Conduct meetings ......................................................................................... 27

Element 3: Debrief and follow up meetings ..................................................................... 45

Presentation of written work ............................................................................................ 53

Trainee evaluation sheet................................................................................................. 57

Introduction to trainee manual

Element 1: Plan and prepare for meetings

Element 2: Conduct meetings

Element 3: Debrief and follow up meetings

Work Written Oral

Element 1: Plan and prepare for meetings

1.3 Make arrangements for the meeting in 1.3 5,6 3

1.4 Develop an agenda in accordance with the 1.4 7,8 4

1.5 Prepare meeting papers and dispatch to 1.5 9,10 5

Element 2: Conduct meetings

2.1 Chair meetings in accordance with enterprise

2.2 Encourage open and constructive

2.3 Reach agreement with meeting participants on

2.4 Present information and ideas clearly and

2.5 Give all participants the opportunity to

2.6 Manage meetings to maintain focus on agreed

2.7 Conduct meetings within agreed times, or

2.8 Record the minutes of meetings accurately,

Work Written Oral

Element 3: Debrief and follow up meetings

3.1 Process and distribute documentation from 3.1 26 14

3.2 Inform colleagues regarding the outcomes of 3.2 27,28 15

3.3 Incorporate work resulting from meetings into 3.3 29,30 16

A list, plan, outline, or the like, of things to be done,

AV Audio Visual equipment

Catering Provision of food and beverage

The person responsible for conducting and managing a

A fellow worker or member of a staff, department,

Conference A meeting for consultation or discussion:

Honest and accurate comments, void of emotion, used

Any form of information, whether in hard copy or

A reaction or response to a particular process or activity:

Observant of conventional requirements of behaviour,

Ground rules Standard rules influencing conduct and actions

To put into effect according to or by means of a definite

Informal Without rules or formality

The means of communication, as radio and television,

An assembly or conference of persons for a specific

Watch closely for purposes of control, surveillance; keep

Minutes A written record of verbal discussion in a meeting

Participant A person at a meeting

Writing materials, such as pens, pencils, paper, and

Time management The principle of using time in an effective manner

Identify need for meetings

Key roles in meetings

1.2 Decide on the style of the meeting and level

Team building meetings – aimed at bringing people of a team „together‟ and

1.3 Make arrangements for the meeting in

Background information on city or country

Specialised meeting staff

1.4 Develop an agenda in accordance with the

Preparing the agenda

1.5 Prepare meeting papers and dispatch to