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Ukrainian-Austrian program

LOGO Export-Oriented management

Business Meetings
Gorbonos Andrew

Kyiv 2010

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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.
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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.
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You Should Consider Calling a
Meeting to:
 Talk about goals.
 Reach a consensus.
 Listen to reports.
 Discover or solve
problems.
 Train people.
 Gather opinions.
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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.
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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
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Three Principal Types of Business
Meetings:
 Informational Meetings (It
seek only to clarify, to
make something clear, to
give information)

 Problem-Solving Meetings
(At the starting of the
meeting suggested
solution is presented for
discussion and debate)

 Suggested-Solution
Meetings (No group
proceeds identically in
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trying to solve a problem,


most often variations of
problems, solutions,
benefits, action steps
occur)

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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.
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Leadership Styles

 Authoritarian: behavior ranges from firm


suggestions to commands that must be
carried out.
 Democratic: works on the principle of
participation and mutual support.
 Leaderless: an abdication of responsibility
from one person to the group as a whole.
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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.
 List possible solutions.
 Evaluate suggested solutions.
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 Determine a course of action.


 Tell those responsible for making the
solution succeed.

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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.
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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.
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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?
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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.
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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.
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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, background data
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Informal Responsibilities:

 Prepare yourself thoroughly.

 Assume your given role during the meeting:

•Organizer •Critical Tester


•Clarifier •Conciliator
•Questioner •Helper of others
•Expert •Energizer
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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.
 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.
 State the conclusion and plan of action.
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 Follow-up after the meeting has concluded:


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

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LOGO

Thank you for attention!

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