You are on page 1of 30

1

Business Meetings

2
Presented By:

• Farhad Ali Khan (GL)


• Sohail Akbar
• Adil Nazir
• Rashid Ali
• Muhammad Maaz

3
Layout:

• Introduction
• Business Meeting
• When should You Call a Meeting
• Don’t Call a Meeting When
• When Should Consider Calling a
Meeting to
• Call Meeting to Meet People Who
• 4
Layout:
• Three Principle Type of Business
Meeting
• Leadership Responsibilities in
Meeting
• As You Plan For a Meeting
• How do You Run an Effective
Meeting
• Conclusion
5
Business Meetings

How to plan and conduct


business meetings that really
work

6
Business Meetings


Definition: A gathering in which a
purposeful exchange or transaction
occurs among three or more
people with a common interest,
topic, or problem.

7
When Should You Call a
Meeting?

Answer: When you cannot
accomplish your communication
objectives or goals in any other
way. In other words, a meeting is
the communication tool of last
resort, after you have considered
and discarded other forms of
information exchange.
8
Don't Call Meetings When:

• A phone call or a memo would do.


• A key person is not available.
• Participants don't have time to
prepare.
• Personality conflicts or the plans of
higher management might make
the meeting a waste of time.
• It costs too much.
9
You Should Consider Calling a
Meeting to:
• Talk about goals.
• Reach a consensus.
• Listen to reports.
• Discover or solve problems.
• Train people.
• Gather opinions.

10
Call Meetings to:

• Explain plans and programs.


• Keep things moving.
• Tell people what they're supposed
to do and how they're to do it.
• Build morale.

11
Meet With People Who:
• Have to carry out what's decided
• Have valuable information or good
ideas
• Can approve the results
• Represent divergent views
• Are indispensable to the success of
the decision
12
Three Principal Types of
Business Meetings:

• Informational Meetings

• Problem-Solving Meetings

• Suggested-Solution Meetings

13
Leadership Responsibilities
• Any successful meeting depends in
large measure on the competence and
motivation of the leader.
• In the absence of effective leadership,
no group, no matter how well
intentioned, will experience the
success they hope for. Three general
leadership styles predominate at
business and group meetings.
14
How Do You Solve a Problem in
a Meeting?
• State the problem in the form of
an affirmative question.
• Define and limit the problem.
• Collect facts on the history of the
problem.
• Establish criteria. Assess those
criteria in light of their
practicality, feasibility, and the
rights of others. 15
How Do You Solve a Problem in a
Meeting?
• List possible solutions.
• Evaluate suggested solutions.
• Determine a course of action.
• Tell those responsible for making
the solution succeed.

16
As You Plan for a Meeting:

Consider the problem and
determine your purpose.
– First, decide whether a meeting
should be called at all.
– Next, you must determine the
purpose for the meeting. It
should be timely, genuine,
important, and meaningful for the
conferees. It must also be within
their sphere of responsibility and
influence. 17
As You Plan for a Meeting:

Then, Decide Who Should Participate.
– Invite those who must carry out what's
been decided.
– Invite those who have valuable
information, good ideas, or divergent
views.
– Include those who can approve the results
or are indispensable to the success of
the decision.

18
As You Plan for a Meeting:

Arrange for a Meeting Time,
Date, and Place.
– What times and dates are most
convenient? In the absence of
convenience, when can everyone
be there?
– Where should you meet? Will the
location prove conducive to
achieving your goals, or
distracting? 19
As You Plan for a Meeting:

Coordinate Details at the
Meeting Site.
– Consider seating, lighting, acoustics,
audiovisual requirements,
environmental controls, workspace,
travel requirements, location, and cost.
– Talk to or meet with those responsible
for supporting or carrying out your
plans for the meeting, including audio-
visual technicians, caterers, banquet
and meeting managers.
20
As You Plan for a Meeting:

Announce an Agenda.
– Unless secrecy is essential, meetings
are more likely to succeed with an
agenda. State the problem
properly, as a question of fact,
value, or policy. Be sure to include
all relevant detail in the
announcement, including topic,
date, time, place, and
responsibilities of the participants.
21
As You Plan for a Meeting:

Take Care of Physical
Arrangements.
– Seating, lighting, public address
system, visual support systems,
environmental controls, tables,
workspace
– Support materials, pencils, pens,
markers, chalk, paper,
refreshments
– Reference materials, background22
Informal Responsibilities:
• Prepare yourself thoroughly.

• Assume your given role during the


meeting:
•Organizer •Critical Tester
•Clarifier •Conciliator
•Questioner •Helper of others
•Expert •Energizer
23
Procedures: How Do You Run
an Effective Meeting?
• Begin and end on time.

• Follow the agenda.

• Stimulate discussion, encourage full


participation from everyone present.

• Focus the groups' effort on their goals.


24
Procedures: How Do You Run an
Effective Meeting?

• Understand the roles of participants:


group task roles, group building and
maintenance roles, and individual
roles.

• Confront or ignore those working at


cross-purpose with the group.

• Sort, select, interpret data to reach a


conclusion.
25
Procedures: How Do You Run an
Effective Meeting?

• State the conclusion and plan of


action.

• Follow-up after the meeting has


concluded: distribute notes or
minutes and take the actions you
said you would.

26
Conclusion:

27
Question and Answers

28
Remarks:

29
30