Conducting Meetings: Documentation for Meetings

Lecture 10: Conducting Meetings: Documentation for Meetings

Personal communication, whether one-to-group (as in a meeting or conference) or one-toone
(as in an interview), is a useful medium for information exchange at all
organizational levels.
When the participants at a meeting leave the room thinking that the meeting was a waste
of time or that nothing was accomplished, both time and money have been lost. But
meetings can be effective and productive. The key is to have a system that ensures
success.
A. Establish a Corporate Policy Regarding Meetings and Conferences.
A company-wide policy regarding meetings and conferences helps eliminate
unnecessary meetings and provides procedures for running meetings
effectively. The corporate policy on meetings should address the following
areas:
1. Meetings should be called only when a decision needs to be made.
Routine meetings (i.e., weekly) should be cancelled if agenda items have
not been identified. Meetings that are „informational‟ usually can be
handled by memos.
2. Invite only those individuals who can make a positive contribution to the
decision-making or the problem-solving activity.
3. Agendas should be distributed before each meeting so that those attending
can prepare for the meeting. If there is insufficient time to distribute an
agenda, list the agenda items on a flip chart or a blackboard at the
beginning of the meeting.
4. Begin an end meetings promptly at the scheduled times.
5. After each meeting, distribute a set of minutes to the participants within 24
hours of the session. Be sure to list the action items, the person(s)
responsible for their accomplishment, and the dates for completion.
B. Prepare for the Meeting or Conference.
As with all effective communication activities, meetings and
conferences should be planned carefully. Several areas should be
addressed:
1. Determine the need. Discuss the need for the meeting with key
individuals. Do not call the meeting if the need has not been
defined clearly.
2. Define the topic or problem to be discussed. Carefully analyse
the problem. Once the specific problem and related items have
been defined by key personnel, note them as agenda items. This
will keep participants focused on key topics and make it easier to
reach decisions.
3. Determine the type of meeting to be held. Determine what type of
meeting would most suit your needs. Although it is possible to

include all of the following at one meeting, it is not
recommended.
 Problem-solving. This is the most common type of meeting.
Individuals are asked to help solve a problem by contributing
their expertise, whether it is in engineering, accounting,
marketing, production, or other areas.
 Informational. This type of meetings brings individuals
together so they may all be provided with the same
information at the same time – for example, when a new
employee benefit is made available or when a new procedure
is implemented. Individuals are often encouraged to ask
questions for clarification.
 Brainstorming. This type of meeting provides an opportunity
for the organization to hear new and different solutions to a
problem. Participants express as many ideas as possible about
a topic or a problem.
 Training. At this type of meeting, specific ideas, skills,
procedures, or concepts are explained, demonstrated, and/or
practiced.

4. Select participants. Invite only those individuals who can make a
positive contribution to the meeting. Avoid inviting individuals
because of their position, or to prevent „hurting someone‟s
feelings,‟ or for the purposes of so-called protocol.
5. Identify a meeting leader. Although the term leader is not really
accurate, an individual should be selected to act as stimulator,
moderator, catalyst, or arbitrator at the meeting. This person may
be a member of the group or the group‟s „boss.‟ For groups that
meet routinely, it may be preferable to give each member an
opportunity to lead a meeting by rotating that position. Rotating
the position of leader helps ensure that no one in the group feels
threatened or neglected. A good meeting leader should be
someone who has the ability to think analytically, express ideas
clearly, and be poised, tactful, patient and self-restrained. He or
she should also be objective, impersonal, and good humored.
6. Designate subtopics. Determine the discussion areas that will
help solve the problem, the complexity of each item, and how
much time will be necessary for discussion. Avoid listing more
topics than can be covered adequately in the allotted time.
7. Distribute an announcement or agenda. The advantages of
distributing an announcement or agenda are: participants and
leader can prepare for the meeting; the leader can plan a strategy;
the discussion will more probably „stay on track.‟ The following
points should be listed on the agenda:
 Date, time, and location of the session
 Topics and subtopics to be discussed

 Names of participants
 Documents to be retrieved before the meeting, if applicable
8. Prepare physical facilities.
 Room arrangements. Secure a room with appropriate
seating arrangements
 provide necessary audiovisual equipment
 Handouts: prepare an adequate number of handouts for
participants
 Refreshments (optional)
 Miscellaneous material: Make arrangements for providing
stationery, ashtrays, name tags, and so forth, if appropriate.