Meetings Management

W artykule przedstawiono studium przypadku sieci biznesowej, która powstała w celu zorganizowania konferencji międzynarodowej ABSL w 2014 roku w Poznaniu. Celem artykułu jest określenie uczestników sieci, którzy tworzą podstawowy, wzbogacony i poszerzony produkt na rynku turystki biznesowej. Założono, że podstawą do identyfikacji takiej sieci będzie wymiana wiedzy między podmiotami zaangażowanymi w organizację konferencji. W związku z tym w artykule omówiono rolę wymiany wiedzy w kształtowaniu sieci biznesowych, uwarunkowania sieci w przemyśle spotkań, metodykę badań prowadzonych w celu identyfikacji sieci związanej z konferencją ABSL 2014 oraz efekt badań, jakim jest wykaz podmiotów tworzących tę sieć.

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W literaturze przedmiotu można spotkać się z szerokim opisem wydarzeń jako nowoczesnej (współczesnej, atrakcyjnej, skutecznej) formy promocji, ale także niektórzy autorzy  starają się przedstawić wydarzenie jako atrakcyjny produkt organizatora, czy też produkt destynacji , który wymaga dobrze zorganizowanego zarządzania marketingowego i może być sukcesem rynkowym przy zwróceniu szczególnej uwagi na pewne elementy kluczowe dla osiągnięcia postawionych przed wydarzeniem celów. Autor tej publikacji przyznaje, że i jedno i drugie podejście jest właściwe, jednak z uwagi na fakt, że każdy produkt (także materialny, czy też usługowy) jest swego rodzaju nośnikiem informacji wykorzystywanej w procesie komunikacji (promocji) to dla pokazania marketingowych aspektów zarządzania wydarzeniami, wydarzenia zostaną przedstawione jako rozbudowane produkty (destynacji, obiektów, jak i przedsiębiorstw czy też organizacji-non profit) spełniające dla tych interesariuszy ważne funkcje: źródło różnych korzyści ekonomicznych, rozbudowy i/lub poprawy infrastruktury specjalnie dedykowanej dla realizacji wydarzeń jak i ogólnej (np. komunikacyjnej) w destynacji, poprawy lub utrwalenia pozytywnego wizerunku (np. miasta czy też zaangażowanych podmiotów), czy też możliwości nawiązania nowych relacji z różnymi podmiotami o podobnych zainteresowaniach i wymiany wiedzy – a zatem swego rodzaju źródło do kreowania innowacji (produktowych, procesowych, marketingowych).
Celem opracowania jest przedstawienie specyfiki zarządzania marketingowego wydarzeniami i identyfikacja krytycznych (istotnych) dla osiągniecia sukcesu rynkowego decyzji zarządczych na poszczególnych etapach tego procesu.
Zakłada się, że istnieją pewne powtarzalne elementy sukcesu wydarzeń bez względu na to, jakie wydarzenie jest przygotowywane, jak również, że znaczenie wydarzeń jako atrakcyjnego produktu (miast oraz przedsiębiorstw) i skutecznej formy promocji zaangażowanych w wydarzenie podmiotów, będzie rosło wraz rozwojem gospodarczym regionów i będzie wymagało strategicznego zarządzania marketingowego tymi wydarzeniami.
Dla przygotowania tego opracowania zastosowano metody analizy, obserwacji i syntezy z wykorzystaniem szerokiej literatury przedmiotu jak i wielu źródeł wtórnych (w tym szczególnie raportów i analiz) oraz opracowań własnych Autora przygotowanych dla wybranych miast w Polsce.
Przedstawione opracowanie składa się z wstępu, czterech rozdziałów, suplementu i zakończenia. Dodatkową wartościową częścią pracy, do której Autor odwołuje się często w treści opracowania, są załączniki.
W pierwszych dwóch rozdziałach (I i II) odniesiono się głównie do teoretycznych aspektów zarządzania marketingowego wydarzeniami jako produktem na różnych rynkach, a w dalszej części (rozdziały III i IV oraz suplement) przedstawiono, po wprowadzeniu teoretycznym, kilka przykładów kluczowych decyzji w procesie zarządzania wydarzeniami biznesowymi, sportowymi, jak i kulturalnymi i zastosowania wydarzeń w marketingu wewnętrznym jak i zewnętrznym.

Özet
Her ne kadar 21. yüzyıl uzaktan iletişim çağı olarak adlandırılsa da, kurumlar ve şirketler için vazgeçilmez olan yüzyüze iletişim ve karar alma mekanizması olan toplantıların geçerliliği ve vazgeçilmezliği devam etmektedir. Her geçen gün daha da değerlenen zamanı en verimli şekilde kullanabilmek ve katılımcılarca genellikle zaman kaybı olarak görülen toplantıların verimliliğini artırabilmek için etkili toplantılar yapabilmenin yollarını araştırmak ve toplantı çeşitleri, katılımcıların rolleri ve fonksiyonları, toplantı zamanlarının ve içeriklerinin belirlenmesi gibi başlıklar bu yazının incelemeye çalıştığı konuları oluşturmaktadır. Kamu ve özel sektörde çalışan herkesin gündelik iş hayatının belirli bir zamanını alan toplantıların bir zaman kaybı olarak görülmesinin engellenmesi için toplantı yöneticisi, toplantı katılımcısı gibi tüm tarafların ortak bir anlayışla en verimli şekilde toplantılarda rol almasını sağlamak da yazının bir diğer amacıdır.



ALINTILAMA ÖNERİSİ:
Tuzcu, S.O., (2014), Toplantı Yönetimi, Harmancı, F. M.; Gözübenli, M. ve Alaç, A.E. (Ed.), "Güvenlik Sektöründe İnsan İlişkileri," içinde (s. 177-190). Nobel Yayınevi, ISBN:978-605-133-959-7


BİR BÖLÜMÜ BURADA YER ALAN KİTABIN TAMAMINA AŞAĞIDAKİ LİNKLERDEN ULAŞABİLİRSİNİZ.
https://www.academia.edu/14613671/G%C3%BCvenlik_Sekt%C3%B6r%C3%BCnde_%C4%B0nsan_%C4%B0li%C5%9Fkileri_tam_metin_
https://www.researchgate.net/publication/343587742_Guvenlik_Sektorunde_Insan_Iliskileri

La question est partout. Pas de conférences, de réunions ou même de rendez-vous galants sans que l’on ne soit moralement contraint de poser une question, voire plusieurs. Peu importe la souffrance que cette prise de parole entraîne souvent : prise de parole est devenue exigence de parole. Mais poser des questions n'a rien d'inné. Pourtant, à ce jour, aucun guide ni apprentissage n’existe pour poser convenablement des questions en public — et en tirer socialement, professionnellement ou sentimentalement profit.
Car pour cet exercice redouté, l’étendue des possibilités est sans limites : questions ouvertes ou fermées, de béotien ou d’érudition, de bonne ou de mauvaise foi... Parce qu’il est grand temps d’apprendre à poser – ou pas ! – les bonnes questions, découvrez les techniques qui sont censées  fonctionner, depuis celles des gourous du coaching en Questiologie©, jusqu'à celles des plus machiavéliques, qui programment la sonnerie de leur téléphone pour qu'elle perturbe leur interlocuteur. Décryptez les rapports de force entre intervenants et écoutants, et passez maître dans l’art de l’interrogation !
Entre le Umberto Eco de Comment écrire sa thèse et le David Lodge d’Un tout petit Monde, cet essai sur la tyrannie de la parole en forme de guide pratique, émaillé de références savantes et d’exemples hilarants décrypte la marche à suivre.

The question is everywhere. No conferences, meetings, or even dates without a moral obligation to ask one or more questions. It does not matter how much suffering this speaking out often entails: speaking out has become a requirement to speak up. But asking questions is not innate. Yet to date, no guide or training exists for properly asking questions in public - and benefiting socially, professionally or emotionally.
Because for this dreaded exercise, the range of possibilities is limitless: open or closed questions, of the boeotian or of erudition, in good or in bad faith ... Because it is high time to learn to ask - or not ! - the right questions, discover the techniques that are supposed to work, from those of the coaching gurus in Questiology ©, to those of the most Machiavellian, who program the ringing of their phone so that it disturbs their interlocutor. Decipher the balance of power between speakers and listeners, and master the art of questioning!
Between the Umberto Eco of "How to Write Your Thesis" and the David Lodge of "A Very Small World", this essay on the tyranny of the word in the form of a practical guide, interspersed with scholarly references and hilarious examples deciphers the way forward.

You have been approached by Tata Global Beverages, and asked to pitch for the contract to plan an upcoming important corporate event. You will be one of a number of companies delivering a 15-minute pitch to win the contract. Tata Global Beverages are looking to hold their annual staff awards evening for circa 300 staff in the marketing department, based at their global headquarters in Bangalore. The client objective is to reward their staff, recognise good performance and help embed their corporate identity in the team.

Checkliste Meeting: Literaturauszug aus: Jürgen Hansel, Gero Lomnitz, Projektleiter - Praxis, Springer Verlag, Berlin Heidelberg , New York, 1993
Disclaimer:
This literature extract was gathered purely and subjective according the interests of the author (Manfred Bundschuh). Usually there were complete sentences from the original transferred. There's no guarantee for correctness.

The purpose of this study was to glean insights into a better understanding of the potentials of merging travel and meetings management. Both quantitative and qualitative approaches were used to collect information. The study explored the needs and strategies as well as corresponding benefits and
challenges to reduce spending while maintaining the generation of revenues from travel and meetings activities. Findings suggest that integration of travel and meeting spend is growing despite barriers related to managing change. Indeed, about 40% of the
companies that were surveyed have either integrated travel and meetings, or are in the process of doing so. Beyond financial gains and cost control, key benefits of integration are:
• consolidation of supplier management
• realizing a strategic alignment for travel and meetings, in line with overall company goals
• consolidation of compliance management
• development of more streamlined and efficient processes for supplier negotiation and contracting
• realization of better cost control and increased savings
• optimization of risk management systems
• increase in employee satisfaction with processes and policies
• increase in transparency and policy compliance
However, a number of barriers exist. Investment in technology is no longer a major concern for executives: the most common difficulty is now the issue of change management. Taking away the travel processes from those who are managing meetings within the company is considered to be a highly emotional issue. The objectives that a company wishes to achieve through change must be clearly communicated and carefully managed.

Eight Day Training program in Facilitation and Computer Operation for the Structured Democratic Dialogue method. Covers Nominal Group Technique, Clustering, and Interpretive Structural Modeling using the CogniScope software as well as online dialogue on mobile phones via IdeaPrizm.

Board meeting agendas and the papers that directors receive relating to them can determine how effectively they discharge their legal and other duties and responsibilities and influence the areas which they may address and impact. How a board deals with climate change, digital transformation and/or other challenges and opportunities can reflect the extent to which, when, where and how they appear on board agendas, are covered in board papers and are dealt with in other information and support provided to board members.

Board agendas and related papers can be a source of power, or a cause of marginalisation and an indicator of irrelevance. They often shape outcomes and on some occasions they may determine success or failure. Board agendas and papers create an opportunity for particular areas to be considered. They may also exclude the discussion of other topics, unless their absence is questioned and remedied. Whether or not the potential they create will be realised can depend upon their relevance, whether directors have the time and inclination to register, read and think about them and how board members deal with them during their meetings.

Areas considered include setting board agendas, taking the collective temperature, the inter-relationship of agendas and papers, recognising and addressing boardroom games, the origin and purpose of board papers, information on unexpected events and existential crises, completing the picture, uncovering information and concerns, accessing and engaging key decision makers, and supporting the board and key stakeholders. Directors should seek assurance that stakeholders also have the information and support they need to act responsibly. They should also ensure a company’s people and its business and value chain partners are open, receptive and receive what they need to remain current and aware of what is happening in relation to corporate activities, stakeholder priorities and its operating context.

Özet
Hizmet üreten örgütlerin ön plana çıkan sermayesi insan kaynağıdır. Klasik yaklaşımlarla yönetilen örgütler bu kaynağın beden potansiyelinden, mevzuatın çizdiği sınırlar içinde asgari verim düzeyinde faydalanırlar. Oysaki insan kaynakları açısından zengin örgütlerin her şeyi değiştirecek çok daha değerli bir potansiyeli vardır: akıl potansiyeli. Kuralların, hiyerarşinin, merkeziyetçi teşkilat yapısının hâkim olduğu örgütlerde-ki bunlar çoğunlukla kamu kurumlarıdır-esnek düşünme, inisiyatif alma ve sonuç odaklı çalışma eğilimi daha zayıftır. Bu tür örgütlerde yöneticilerin rolü özel sektörden daha farklı bir algı etrafında şekillenmiştir. Yöneticinin bütün işleri en iyi bilen, hata yapmayan, en doğru kararı veren kişi olduğu şeklinde bir algı ve beklenti vardır. Bu durumda astlara düşen fikir üretmeden, inisiyatif almadan sadece mevzuatın kendilerine yüklediği ya da yöneticinin talimatla verdiği işleri yapmaktır. Bunun sonucunda da örgütün akıl potan-siyeli büyük ölçüde atıl duruma düşmektedir. Beyin fırtınası tekniği örgütlerin bu potansiyelini harekete geçirerek kaynakların etkin kullanımı, hizmet kalitesinin ve çıktılarının arttırılması ve çalışanları yaşam kalitesinin yükseltilmesi için kullanılabilecek önemli bir yönetişim aracıdır. Emniyette yönetici ile ilgili yanlış algının yıkılarak beyin fırtınası ve benzeri yöntemlerin etkin olarak kullanılmaya başlanması ile hem yönetenlerin hem yönetilenlerin hem de bütün teşkilatın daha başarılı olacağı değerlendirilmektedir. Beyin fırtınası kavramının tanımı, tarihçe-si, türleri, uygulama yöntemleri, eleştiriler, tavsiyeler gibi konuların ele alındığı bu makalede beyin fırtınası uygulamasının Emniyet Teşkilatı kültürüne kazandırılması ve potansiyel artıları tartışılmaktadır.


ALINTILAMA ÖNERİSİ:
Karademir, K. ve Demir, İ. (2014), Ortak Akıl Potansiyelinin Aktivasyonunda Beyin Fırtınası Yöntemi, Harmancı, F. M.; Gözübenli, M. ve Alaç, A.E. (Ed.), "Güvenlik Sektöründe İnsan İlişkileri," içinde (s. 191-208). Nobel Yayınevi, ISBN:978-605-133-959-7


BİR BÖLÜMÜ BURADA YER ALAN KİTABIN TAMAMINA AŞAĞIDAKİ LİNKLERDEN ULAŞABİLİRSİNİZ.
https://www.academia.edu/14613671/G%C3%BCvenlik_Sekt%C3%B6r%C3%BCnde_%C4%B0nsan_%C4%B0li%C5%9Fkileri_tam_metin_
https://www.researchgate.net/publication/343587742_Guvenlik_Sektorunde_Insan_Iliskiler

This article is focused on the identification and description of eight free tools to help us to manage
our meetings and group discussions in Second Life. We have grouped the tools into two categories
which correspond to two of the issues we must consider when we plan to hold a meeting in Second
Life:
1. Management of space.
2. Management of interaction

Approaches to avoiding unnecessary meetings or conducting effective meetings through various approaches: Memorandum Approach, Agenda Approach, Invitation List Approach and the Element of Control as the means to make discussions and dialogues more efficient through proper planning.

The very same techniques that one learns in using an outline processor to facilitate personal productivity can be generalized to facilitate group productivity. And, vice versa. Using the outline processor to facilitate group productivity, each participant in a computer-enhanced meeting learns techniques that can be directly applied to increasing personal productivity.
In the hands of one who is trained in technography, the outline processor is a potent tool, useful in almost any kind of meeting.

This paper discusses and examines the role of working meetings as a tool for building and destroying trust in knowledge sharing and creation. Working meetings are one of the basic tools in organizations for collaboration and group cohesion, and a significant vehicle for communication. They play an important role in information and knowledge sharing, knowledge creation, coordination, decision making, problem solving and strengthening of group relationships inside and outside the organization, and contribute to build or destroy trust. Trust is manifested in commitment, open communication, ethical behaviour, predictability and doing the best in any activity. It creates openness and freedom at the individual and group level, so it plays an important role in knowledge sharing and knowledge creation. But as necessary and important working meetings are, they are also very costly and frequently unproductive. Unless properly managed, they can be a waste of valuable financial and emotional re...

Meetings are unquestionably important and necessary for all organizations. Because effective and efficient management of meetings results in the effectiveness of the organization. An effective school climate stimulates stakeholders to focus more on their school related roles. To accomplish this mission school administrators should be knowledgeable in employing all dimensions of meeting management. Therefore the relationship between meeting management and school effectiveness is one of the most important issues that needs to be addressed and investigated. In this study, it was aimed to examine the relationship between school effectiveness and meeting management competencies of administrators in schools. This study was conducted based on relational screening model. The population of the study is teachers who were working in high schools located in eastern part of Turkey during 2017-2018 academic year. There were 1352 teachers in the universe of the research and 202 teachers participated in the study which for analysis. For participant selection, simple random sampling method was used. In order to collect data, Meeting Management Adequacy Assessment Scale (MMAAS) and Effective School Scale (ESS) were used together. According to the first finding, the participants reported that both effectiveness of their schools and effectiveness of meeting management were at sufficient level. Also, the participant teachers stated that their school administrators had the highest level of qualification in preparation process and the lowest level of qualification in task leadership in meetings. Another important finding of this study was the high level of correlation between school administrators' meeting management competencies and school effectiveness.

Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted two lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study 2, we manipulated meeting lateness using a confederate and showed that participants' anticipated meeting satisfaction and effectiveness was significantly lower when meetings started late. In Study 3, participants holding actual group meetings were randomly and blindly assigned to either a ten minutes late, five minutes late, or a control condition (n = 16 groups in each condition). We found significant differences concerning participants' perceived meeting satisfaction and meeting effectiveness, as well as objective group performance outcomes (number, quality, and feasibility of ideas produced in the meeting). We also identified differences in negative socioemotional group interaction behaviors depending on meeting lateness. In concert, our findings establish meeting lateness as an important organizational phenomenon and provide important conceptual and empirical implications for meeting research and practice.

In today's organizations, it is possible to achieve both individual and organizational goals by the effective use of communication channels. Although there are many different techniques of communication, there is a consensus that one of the most effective organizational communication channels is “meeting” in the literature.
The main aim of this study is to examine the concepts of meeting management and meeting leadership in general from the perspective of “to use the meetings as an effective tool for achieving organizational goals, it is possible with a good meeting organization and successful meeting management”. For this purpose, firstly, the researches about the meeting management were examined by using the literature survey method. After the field survey, firstly the concepts of meeting and meeting management were defined, the effects of the meetings on the management processes were explained and then the types of meetings and the planning of the meeting process were discussed. Finally, the effects of meetings on managerial functions and meeting leadership were examined, the issues to be taken into consideration during a successful meeting were discussed, and various suggestions were made regarding the meeting management.

Could your board meetings add more value? Are there times when their proceedings could be viewed as rubber stamping rituals? Is the board in charge, exercising independent thought and providing strategic direction or is it being manipulated and neutralized to “be onside”? Raises questions for directors of what can be done in relation to the agendas, conduct, dynamics, minuting etc of board meetings to make a greater contribution. Published as: Coulson-Thomas, Colin (2016), Revitalising and Energising Board Meetings: Questions for Directors, Director Today, Vol II Issue IX, pp 5-9, September

I wrote this after spending too long translating Weber's works, and attending university meetings on the side.  There is indeed a rhythm to such meetings, in which hierarchy is recreated, privileges reinforced, and the system grinds forward.

The aim of the paper is to identify the problems of business tourism development as attractive destination products outside large agglomerations. In order to achieve the aim of the work, methods of analysis and synthesis were used by autor, mostly using secondary sources, available reports of domestic and foreign institutions and information included in the off ers of selected hotels in Wisła. The author's research points to several social, economic and organizational problems associated with the involvement of the city administration in the development of the tourist product in their area. Research and inference focuses on the relatively key players in the development of business tourism in destinations (hotels, city administration) and the attractiveness of destinations. The topic of business tourism as a destination product has found many studies in Poland, but mainly in relation to large cities. The city of Wisła example can be interesting and inspiring for other cities outside large cities where the administration can engage in the development of this busienss tourism. The article is analytical and presents developmental problems and some concepts of basic activities for the development of a business tourism product outside agglomerations.

In psychology, the peak-end rule has been used to describe the effects of emotional factors on lived experiences. However, it has yet to be examined in the contexts of events and conferences. This study investigated the influence of conference presentation order, excitement following peak experience, previous conference experience, and time since one's last visit on conference satisfaction and loyalty. Although no significant differences in satisfaction and loyalty were found with regard to the order of presentations, previous experience and time since last visit were found to have significant effects on attendees' outcomes. End-of-conference peak experiences exhibited the strongest influence on loyalty.

In 2018, 6,170 business events were carried out in Katowice, including, inter alia, the International COP24 Conference, namely "24. Session of the Conference of the Parties to the United Nations Framework Convention on Climate Change, the next edition of the Intel Extreme Masters, the European Economic Congress, or
Congress of Small and Medium-sized Enterprises. In these and other business events and conference meetings in Katowice in 2018 757 630 people participated.
The city administration continues to promote Katowice through events. In 2018, promotional packages were purchased in subsequent events carried out in the city. Convention Bureau Katowice employees also participated in international events abroad, promoting the city of Katowice and conducting talks on the implementation of subsequent major business events in Katowice.

Drawing on meetings within structured project environments in Turkey and Britain, this article explores how and if this kind of highly rational, instrumental meeting travels and why so much frustration is typically expressed by British participants in such meetings. Meetings held in the Turkish senior government bureaucracy did not conform to expectation: they embraced formal and informal relations and were spectacles and tournaments of skill. I suggest expectations of what constitutes a proper meeting are shaped by a specific British genealogy of common sense and technologies of fact creation, neither of which necessarily have purchase elsewhere. Nor is their applicability ‘at home’ straightforward, despite the fact that ‘common sense’ is often treated as simply commensurate with cultural systems as practical action: how one gets things done. Rather, the meeting, as shaped by this tradition, appears as a subjunctive form, a fiction of selective relationality where the meeting and project are treated as if they were set-aside spaces, participants act as if they had single formal roles cut from a web of internal and external relations and highly summarised information allows discussion towards a shared goal to take place.

Business events are an important product for the city (as a tourist destination) where they are implemented, as well as for companies involved in organisation and service of the events. The increasing of competition on the business tourism market, make necessary to involve the city authority in the construction or maintenance of a modern general infrastructure (transport accessibility, meeting facilities, etc.) for meetings, and also in the organisational and promotional support (eg. CVB) for companies operating in this market.