Meetings 112

Prepared by
Anshul Nasa
BUSINESS MEETINGS Purti Khanna
Gaurav Marwah
Gaurav Gupta
Anjali Saxena
Rishu Goel
Manoj Soni
Vineet
Business Meetings
How to plan and conduct

business meetings that really
work
2
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.
3
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.
4
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.
5
Call Meeting To
• Talk about goals.
• Reach a consensus.
• Listen to reports.
• Discover or solve problems.
• Train people.
• Gather opinions.
6
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.
7
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
8
Three Principal Types of
Business Meetings:
• Informational Meetings
• Problem-Solving Meetings
• Suggested-Solution Meetings
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Informational Meeting
• Acts as a mode of information

exchange.
• Essential tool of business

Problem Solving Meeting
• Aims at specific PROBLEM.
• Involve active participation of the

Members.
Suggested Solution Meeting
• Aims at taking further steps

towards the problem through a
solution.
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.
13
Leadership Styles
• Authoritarian: behavior ranges
from firm suggestions to
commands that must be carried
out.
14
Leadership Styles
• Democratic: works on the

principle of participation and
mutual support.
Leadership Styles
• Leaderless: an abdication of
responsibility from one person to
the group as a whole.
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.
17
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.
18
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. 19
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.
20
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?
21
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.
22
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.
23
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
24
Informal Responsibilities:
• Prepare yourself thoroughly.
• Assume your given a role during the meeting:
•Organizer •Critical Tester

•Clarifier •Conciliator
•Questioner •Helper of others
•Expert •Energizer
25
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.
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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.
27
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.
28
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Prepared by

How to plan and conduct

Definition: A gathering in which a

• A phone call or a memo would do.

• Acts as a mode of information

• Essential tool of business

• Aims at specific PROBLEM.

• Involve active participation of the

• Aims at taking further steps

• Democratic: works on the

Then, Decide Who Should Participate.

Take Care of Physical Arrangements.

• Assume your given a role during the meeting:

•Organizer •Critical Tester

• Follow the agenda.

• Stimulate discussion, encourage full

• Focus the groups' effort on their goals.

• Understand the roles of participants:

• Confront or ignore those working at

• Sort, select, interpret data to reach a

• State the conclusion and plan of

• Follow-up after the meeting has

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