Task
1. What
are the purposes of a meeting?
- To discuss and solve particular problem.
- To deliver information, statement, and command.
- To give explanation to the other members relating to the wisdom and working procedures in order to build good cooperation / teamwork.
2. What
are the types of meeting?
According to https://iedunote.com/types-meetings
, there are several types of meetings in terms of formality :
1. Formal Meetings
The rules of conduct of formal
meetings are laid dozen in a company’s Articles of Association and/or
Constitution or Standing Orders. With such meetings a quorum must be present,
i.e the minimum number of people who should be present in order to validate the
meeting. A formal record of these meetings must be kept,usually by the company
secretary.
2. Annual General Meeting (AGM)
AGM’s are held once a year to
assess the trading of the organization over the year. All shareholders are
invited to intend the GM but they must be given 21 days’notice.
3. Statutory Meetings
Statutory meetings are called so
that the directors and share holders can communicate and consider special
reports. Companies are required by law to hold these statutory meetings.
4. Board Meetings
Board meetings are held as often as individual organizations require. They are attended by all directors and chaired by the Chairman of the board.
5. Informal Meetings
Informal meetings are not restricted by the same rules and regulation as formal meetings. Such meetings may take the form of brainstorming or discussion sessions where strict agendas may not be necessary and minutes may not be kept. However, it is usually considered good business practice for an agenda to be issued to all members prior to the meetings so that they can be prepare adequately in order to make a valuable contribution.
These meetings
are attended by a group of managers who may need to discuss a specific matter,
report of progress reports. For example the marketing manager, sales manager,
production manager and research and development manager may meet to discuss the
launch of a new product being launched soon.
While, according
to http://westsidetoastmasters.com/resources/powerspeak/lib0195.html
, there are four major types of meeting.
Most meetings
fall into one of four categories:
1. Report- and information-oriented.
2. Decision-making and problem-solving.
3. Creative and brainstorming.
4. Training and skill-building.
You need to
decide which type your meeting will be at the outset. If you can choose the
format, consider what you want your audience to come away with. If you have to
operate within a set format, you can still shape the outcome by knowing the ins
and outs of each meeting type.
• Report- and Information-oriented.
This kind of meeting requires
the most advance preparation. Leadership is very important, because these
meetings easily become boring and tend to be filled with too much information.
If more than one person will be speaking, try to review the other presentations
beforehand, to see if they can be pared down. This preplanning will reflect
well on you. Some conferences that overload on information use small discussion
groups, which allow people time to digest and sort out information.
The most formally structured of
the four types, report- and information-oriented meetings give you plenty of
opportunity to shine with an interesting opening, a lively introduction for
each speaker, smooth transitions that carry the theme throughout the meeting,
and a strong conclusion. What you say and how you say it can leave people
thinking they just attended a very well-constructed meeting.
If you are giving a report at
one of these meetings rather than leading it, all the rules of persuasive
presentations apply. Your report is your chance to stand out from the others.
Make it a memorable one.
• Decision-making and
Problem-solving.
These meetings are tricky because all their aspects demand a display of leadership from the chairperson: where people are sitting, who gets the floor, how long the meeting lasts, and so on. You should make succinct summaries of progress during the meeting. Don't let people get off track, and watch the time carefully.
These meetings are tricky because all their aspects demand a display of leadership from the chairperson: where people are sitting, who gets the floor, how long the meeting lasts, and so on. You should make succinct summaries of progress during the meeting. Don't let people get off track, and watch the time carefully.
Stick to the agenda, which
should be clear-cut so people can do valuable thinking beforehand. But don't
make the agenda so clear-cut that people are locked into a decision before the
meeting even begins. You don't want people coming in with their minds made up.
Because this is a
"results" meeting, the challenge to you is to move things along and
get the group to make the decision or solve the problem. If you can reach that
successful point, the results can reflect very well on you.
• Creative and Brainstorming.
These meetings tend to be
free-flowing and minimize your leadership role. But you can still exercise
leadership by establishing the right atmosphere—one in which people feel free
to come up with new slogans, ways to save money, and so on. Try to be
nonjudgmental.
These meetings work best if
everyone has a high level of energy. Avoid scheduling them after lunch.
• Training and Skill-building.
Really prepare for these
meetings in advance. You'll need to make them long enough so that people will
be able to really get involved. Save time for the practicing that the members
of your audience will need to reinforce what they are learning.
In these meetings, you're really
more of a facilitator, so let other people get actively involved. Your audience
will learn by doing, not by just viewing and listening. The more they are
involved—the more questions they ask and the more give-and-take there is—the
better your reputation will be. These gatherings also give you lots of room for
powerful summing up; don't be afraid to shine as you impart your final words.
Then, according
to http://meetingsift.com/the-six-types-of-meetings
, there are six types of meeting.
1. Status Update Meetings
Status update meetings is one of
the most common meeting types. This category includes regular team and project
meetings, where the primary goal is to align the team via updates on progress,
challenges, and next steps. Commonly found group activities in these kinds of
meetings are problem solving, decision making, prioritization, and task
assignment.
2. Information Sharing Meetings
Presentations, panel debates,
keynotes, and lectures are all examples of information sharing meetings. The
primary goal of these meeting is for the speakers to share information with the
attendees. This could be information about things like upcoming changes, new
products and techniques, or in depth knowledge of a domain. Visual
communication tools, like slides and videos, are powerful tools for making the
shared information more memorable.
3. Decision Making Meetings
The vast majority of business
decisions are made by groups in meetings. While small decisions are made in all
kinds of meetings, the more important decisions often get their own dedicated
meetings. There are different types of group decision making processes, and
care should be taken to choose a process that best matches the situation. A
decision making process can include group processes like information gathering
and sharing, brainstorming solutions, evaluating options, ranking preferences,
and voting.
4. Problem Solving Meetings
Problem solving meetings are
perhaps the most complex and varied type of meetings. Whether the meeting is
addressing an identified problem, or it is focusing on creating strategies and
plans to navigate the future, there are a rich arsenal of group processes that
can be used. Scopes and priorities need to be defined, opportunities and
threats need to be identified, and possible solutions should be brainstormed,
evaluated, and agreed upon.
5. Innovation Meetings
Innovation meetings and creative
meetings often start with thinking outside the box, by brainstorming,
associating, and sharing ideas in a broad scope. Meeting participants can then
use various techniques and processes to reduce the diverse pool of ideas to a
more focused short list. Through ranking, evaluations, and decision making the
most suitable idea, or ideas, are identified, and recommendations and tasks can
be assigned based on this.
6. Team Building Meetings
All meetings should contribute
to team building, strengthening relationships and corporate culture. However,
now and then team building activities should be the main focus for a meeting.
This category includes meetings like include all-hands meetings, kick-off
meetings, team building outings, and corporate events. Have participants feel
like essential parts of their unit, team, department, branch, and company has
all kinds of positive impact on their engagement, performance, and
satisfaction.
3. What
makes a good meeting?
A good meeting
is materialized if almost all members participate the meeting, such as giving
their different opinion and suggestion to overcome the problem. Then, there are
no members who get confused with the meeting, and the members choose the best
opinion and suggestion to solve the problem which they have.
4. What
are the characteristics of a successful business meeting?
In
a study conducted by InfoCom, the longer a meeting’s length, surprisingly, the
more likely it is deemed to be effective, based on the responses of all those
who attend meetings. For meetings one half-hour or less, 58% of respondents
indicated they felt they were extremely or very productive. The number jumped
to 61% for meetings a half-hour to one hour, 67% for meetings one hour to five
hours, and an astounding 80% for 5 hours or more.
Perhaps
for meetings of five hours or more, the preparation involved and the mere fact
that the group has been sequestered for more than a half business day, helps to
increase everyone’s focus.
-
Begin as Scheduled
Regardless
of your meeting’s length, it is necessary for you, as the meeting manager, to
steadfastly start meetings on time so that stragglers will realize that they
are late and that the others, indeed, arrived as scheduled. This rewards those
who have been prompt rather than making them wait around for those who have not
been. Organized managers start meetings on time!
Robert
Levasseur, in his book Breakthrough Business Meetings, suggests that at the
start of any meeting, “participants reach a common understanding of what
they’re going to do and how they’re going to do it.” Hence, everyone needs to
be present at the start. Levasseur says that this normally takes ten percent of
the meeting time, so if you’re going to be meeting for 30 minutes, you only
need 3 minutes or so to deal with some basic issues such as:
1)
the main purpose of the meeting ;
2)
the participants’ desired outcomes ;
3)
the actual agenda itself, and ;
4)
the key meeting roles, which for smaller groups
is understood at the outset.
-
Tardy Slips
Even
after you illustrate how necessary it is to be on-time at your meetings, some
individuals may still arrive late. There are several techniques, which work to
varying degrees of effectiveness, to encourage promptness:
* require tardy
people to apologize to the group. It then becomes their responsibility
afterwards to catch up with the group for the parts they missed. Never
backtrack for late arrivals, it will only force everyone to stop and wait while
the guilty party receives a personalized briefing. * Hand out plum assignments
in the first few minutes so that tardy people are left with the least desirable
tasks. This is a great incentive for arriving early.
In
certain organizations, and this is not my preference, the tardy are the subject
of early discussion. In other words, they are the target of gossip, innuendo,
and outright jokes. So be late, and be vilified!
Find
out what works for your participants, and what steps you are willing to take to
encourage promptness. You may quickly catch on that none of these subtle
coercions is as effective as pre-interviewing participants, circulating an
agenda, and demonstrating on a repeated basis that the meetings start promptly
as scheduled.
-
Agendas as Game Plans
The
winning formula for keeping meetings on track involves a strong agenda,
organized in the best possible sequence, with estimated time frames for each
agenda item. Most participants do their best to honor time frames if they know
in advance that a particular item will be allotted five or ten minutes.
Follow
the agenda strictly, eliciting the input of others as needed. Encourage the
attendees to participate and as each agenda item is discussed, ask participants
to keep in mind the following questions: what is the specific issue being
discussed, what does the group want to accomplish in discussing the item, and
what action needs to be taken to handle the issue?
Schedule
meetings around breakfast rather than lunch or dinner. Most people have to get
on with their day and hence would be glad to get down to business. Also, some
of the topics that emerge in the meeting can be carried out during the course
of the day.
-
Define, Resolve and Keep it Moving
When
your group identifies the needed action for a particular issue, key questions
include who will act, what resources does he or she require, when will the
issue be resolved, and when will the group discuss the results? Upon successful
conclusion of these questions, the group then moves on to the next issue, then
the next. You will find yourself progressing in a group effort to get things
done.
Every
question does not always need to be addressed for every issue. Sometimes an
agenda item merely represents an announcement or a report to the group that
doesn’t require any feedback or discussion. Other times the issue at hand
represents an executive briefing, because the matter has already been resolved.
On
occasion, unnecessary discussion ensues, and an item ends up requiring twice as
much time (if you’re lucky) as originally allotted. Often you will find that
participants make up for the overflow in one area by being briefer in other
areas.
For
those items on the agenda that have a corresponding objective, you have the
responsibility to seek out progress towards the objective. What else needs to
be accomplished, and by when, to meet the overall objective? As with any goal
or objective they need to be written down, quantified, and assigned specific
time frames.
-
Undershoot so you Can Overshoot
As
a meeting planner, you know how prudent it is to undershoot the time frames
within a meeting. A wise meeting manager may allocate five minutes for a topic
that he or she will personally be covering, knowing that it will actually
require about three minutes. Hence, several minutes can be saved. Then, if
somebody goes over the allotted time frame, then overall the meeting still
stays on track and ends on time. What a world.
For
a meeting that lasts longer than 30 minutes, schedule a break some time in the
middle. Otherwise you’ll lose the attention of participants who are thinking
about other extraneous topics. You may also lose the attention of some
participants simply whose attention spans have been, shall we say, influenced
heavily by mass media today.
-
Condition Your Meeting’s Environment
The
quickest way to lose the participants, other than being an interminable,
crashing bore, is to conduct your meeting in a room where the environment can
be distracting. This could involve the temperature being too high for
participants, or poor ventilation. That, coupled with a dark meeting room,
encourages people to fall asleep. Snooze city. It’s an anthropological
phenomenon — as soon as it’s dark, the brain gets the message that it’s okay to
doze off. A warm, stuffy room only aids the process.
Make
sure your meeting room is well lit and has excellent ventilation. If you have a
choice between having a room be slightly too warm or slightly too cool, opt for
cool. A cool room will keep participants fresh and alert. The discomfort may
prompt attendees to complain, but at least no one will go to sleep.
Regardless
of where you’re meeting, here are other room organizing techniques: meet in a
room where participants won’t be disturbed by ringing phones; people knocking
on the door and other intrusions. You want to achieve a meeting of the minds
and accomplish great things; distractions do not help.
Meet
where there is wall-to-wall carpeting and walls adorned with pictures, posters,
curtains, and the like to help absorb sounds and offer a richer texture to the
voices being heard.
Contrast
this environment with a meeting held on a tile floor, with cold metal chairs,
and blank, thin walls. Participants can’t wait for the meeting to be over when
the meeting room feels like a holding cell, no matter what’s being discussed.
Meet
where the seats are comfortable and support the lumbar region of the back.
However, overly comfortable seats may have a detrimental effect and encourage
people to nod off.
Names :
- Carissa Puspa Kirana (12614281)
- Diah Sukma Rani (12614963)
- Meliani Wahyuli (1C614815)
- Mufti Angelia Turang (16614875)
- Syahadati Giza Nugroho (1A614572)
Class : 3SA01
Lecture : Business Communication #
Lecturer : Sunarti Desrieny Tambunan S.Pd., M.Hum.
Big thanks to The Almighty One and :
www.BreathingSpace.com.- Carissa Puspa Kirana (12614281)
- Diah Sukma Rani (12614963)
- Meliani Wahyuli (1C614815)
- Mufti Angelia Turang (16614875)
- Syahadati Giza Nugroho (1A614572)
Class : 3SA01
Lecture : Business Communication #
Lecturer : Sunarti Desrieny Tambunan S.Pd., M.Hum.
Big thanks to The Almighty One and :
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