管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 12

B USINESS M EETINGS T HAT W ORK

C HAPTER 12

“People don’t have good meetings because they don’t know what good meetings are like.”I. Most managers are forced to meet with colleagues because:

A. They are scheduled and attendance is not optional;

B. Participants have ulterior or non-meeting-related motives for attending;

C. They have no other options for achieving their goals.

II. A formal meeting is a communication alternative available when you cannot accomplish your goals or objectives in any other way.

A. Professional meeting consultants see the following as legitimate reasons for

taking people’s time, spending their company’s money, and devoting both energy

and effort into a meeting:

1. To motivate;

2. To educate;

3. To recreate;

4. To initiate;

5. To network;

6. To reward.

III. A business meeting is a gathering in which a purposeful exchange or transaction occurs among two or more people with a common interest, purpose, or problem.

A. Think about calling a meeting when you need to:

1. Talk about goals;

2. Listen to reports;

3. Train people;

4. Build morale;

5. Reach a consensus;

6. Gather opinions.

B. Don’t call a meeting when:

1. A key person is not available;

2. Participants do not have the time to prepare;

3. Personality conflicts or the plans of higher management might make the

meeting a waste of time.

C. Here are three issues that are essential to the success of any meeting, regardless of

size, length, or purpose.

1. The objective.

a. First, consider why you want people to meet face-to-face.

b. Next, validate the objective and potential outcomes to the best of

your ability.

2. The agenda.

a. First, prioritize your agenda items.

b. Next, assign realistic amounts of time to each agenda item.

c. Stick to it!

3. The participants.

a. Invite only those people who are directly related to the goals for a

meeting.

b. Don’t invite others whose participation is not essential or whose

time would be better used doing other things.

D. Here are some additional steps you should consider when planning for a meeting:

1. Arrange for a meeting time, date, and place.

2. Coordinate details at the meeting site.

3. Announce the agenda - unless secrecy is essential.

4. Assign roles such as the facilitator, recorder, leader, and participant.

IV. The style of business meeting you select must fit the preferences of those who will participate as well as the business needs or the organization.

A. The staff conference: here each team member reports to you on how his or her

project is going, answers your questions, and makes recommendations. This

works well if you clearly outrank every person in the room.

B. The “Congressional” system: here people just do not talk when they please: it is

hands up, like in school, and when everyone has had their say, they vote.

1. This works well when all members are of equal standing.

2. Particularly useful if you have particularly argumentative members or if

issues to be discussed are especially contentious.

C. The “House of Commons” system: here although you are clearly the ranking

person present, but to make the meeting more democratic you appoint (or have

elected) another member to chair the meeting.

1. Saves you planning time.

2. Gives other members leadership experience and encourages subordinates

to talk.

V. Avoid the following items to keep your meeting on track:

A. Topic drift.

B. Breaking time agreements. Start the meeting on time and keep to time budgeted

for the agenda.

C. Sub-group focus or dialogue among a few members of the group.

VI. Lead by example to get the participants to listen during meetings.

A. Remember each person is entitled to his or her own point of view, but they are not

entitled to their own set of facts.

B. Pay attention to your own point of view especially as it relates to others.

C. Remember that considering an issue from many different viewpoints is what