In the process of a meeting at an industrial enterprise, the chief. Business meeting plan
It is unthinkable to imagine the work of any organization without business communications. Properly built communication between employees allows you to smoothly and quickly solve the tasks.
There are many types of meetings in organizations, and each of them has its own characteristics and tasks. Knowing such nuances will help facilitate the discussion of business issues. This article will tell you about the types of meetings, help you understand why they are held and how they are recorded in office work.
Goals of business meetings
Any kind of business meetings allows you to see a comprehensive picture of the situation in the organization, to determine its strengths and weaknesses. It is worth noting that with the participation in this format of business communications, a fast company or enterprise takes place.
Tasks
The following tasks of all types of meetings can be distinguished:
- solving current problems and issues;
- integration of activities of departments in accordance with the strategic goal of the company;
- evaluation of the company and its individual structural divisions;
- maintenance and development of company policy.
In order to understand in what format to hold such a business event, it is necessary to decide which of the above tasks will correspond to it, and after that you can understand which classification it will belong to.
Types and classification
A meeting, as a type of business communication, can have a different form of holding, which determines its subject matter and the list of officials present.
The main classification of meetings should be distinguished:
- Ownership area. Here we can distinguish such types of meetings as administrative (which provide for the discussion of problematic issues), scientific (seminars and conferences, the purpose of which is to discuss topical scientific issues), political (involving a meeting of members of any political parties and movements) and mixed types.
- Scale. Here, international ones are distinguished, where specialists from other countries or foreign partners are involved, national, regional, and also city.
- Regularity. In either format, meetings can be ongoing or recurring.
- According to the place of deployment - local or traveling.
And also all types of meetings can be divided as follows:
- Instructive, providing for a directive format of conduct, where a superior leader conveys information directly to his subordinates, which then diverges and is transmitted along the vertical of power. Most often, in the course of such business communication, orders of the CEO are heard, which can significantly affect the course of the enterprise, and these can also be norms of behavior or important innovations.
- Operational (dispatching). The purpose of this type of meeting is to obtain information about the state of affairs in an organization or enterprise. The flow of information in this case is directed from subordinate subordinates to the heads of departments or the general director. Basically, at the operational meetings, issues on the implementation of road maps, planned activities, strategic and operational plans are considered. An important difference between the operational (dispatch) meeting and all the others is that they are held regularly and have a fixed list of participants. It is also worth noting that during the meeting there may be no agenda.
- Problematic. Such a meeting is convened in case of an urgent need to make a decision to complete tasks in a short time or to solve a global problem for the enterprise.
In addition to all of the above, one of the most popular types of production meetings can be singled out separately - a planning meeting. As a rule, such an event is held daily or once a week, at which the head of the department and direct performers are present, who receive tasks for the day and discuss the progress of their implementation.
The topic of the meeting of the enterprise staff at the meeting can be any kind of issues that arise in the course of the enterprise's activities, and the course of discussion can be devoted to changes in the external environment in which a particular organization operates.
Organization of the meeting
Any kind of meeting, regardless of its format, requires careful preparation for it, since its effectiveness depends on this moment. Initially, you need to determine the following points:
- purpose;
- issues discussed;
- setting tasks for personnel (based on functionality and subordination);
- stages of task execution.
Today, most meetings are conducted in a very mediocre manner, because of which their meaning is lost, and the tasks assigned can be performed poorly. Therefore, it is extremely important to think through the entire course of such business meetings and build a working discussion in such a way that it does not just take time, but has a backlash from the team.
Meetings
It should be noted that large firms and organizations seeking to win a certain market share and develop their company in order to obtain big profits make a big bet on the discussion of important issues through meetings. From the practice of successful managers, you can form the following set of rules on how to prepare for a meeting:
To begin with, a list of participants is determined. It should be clear who to invite to the meeting and what role he will play at it. It often happens that the invited persons may not understand the issue, and are invited "just in case", but at this moment they could do their official duties and not waste time in vain.
It is important to have an agenda. If the meeting is planned, then an agenda is developed in advance, which indicates the issues discussed, and also determines the main speakers. It is important to remember that this document should be sent to those responsible for the preparation of information and those who will be present so that all participants can prepare reports, proposals and additional questions. If necessary, the agenda can be adjusted.
The main and strategic issues should be brought to the fore of the meeting. The speakers of such issues must necessarily be persons (heads of departments, sections, workshops) who are personally responsible for the implementation of any strategic measures of the company.
Important Points
It is important to remember that any meeting has two main stages - preparation for it and its conduct itself. The first stage includes determining the relevance of holding a business meeting, identifying tasks, main and secondary goals, forming a list of participants and speakers, preparing reports, presentations and a report according to the topic or a previously defined agenda. The second stage involves the implementation of the previously planned course of the meeting, listening to reports and discussing current and strategic issues.
If during such business communication it is necessary to decide what and to whom to do from employees, then we can single out the third stage - decision-making. As a rule, decisions are made by the chairman, who chairs the meeting, based on his own discretion or through discussion or collective voting.
Sample meeting plan
With a well-defined plan in front of him, any manager can conduct a meeting efficiently and effectively, which will allow him to get feedback from the staff and set the right tasks for them. This plan may include the following aspects:
- listening to reports and summarizing results for a certain time period (quarter, week, half year, month);
- coverage of current issues relevant to the company;
- listening to proposals for troubleshooting (brainstorming);
- evaluation of the proposed options and discussion of their implementation;
- accumulation of options;
- voting for the adoption of one or another option;
- definition of boundaries during problem solving (definition of responsible persons, terms, methods and methods).
logging
Most types of meetings need to be fixed on paper (document), which is called a protocol. Keeping this kind of documentation allows you to legitimize the decisions made. And also thanks to the protocol, you can always track the progress of the implementation of activities, and in case of non-fulfillment of the tasks set, determine who is responsible for this.
The puncture, as a rule, is conducted by the secretary of the leader who is the chairman of the meeting. However, often this function can be performed by other employees.
Functions and tasks of the secretary
Before the start of business meetings, the secretary should be familiar with the list of invitees and the list of issues discussed. However, it is worth noting that if the meeting is held on a regular basis, then it is this official who collects all the documentation (lists, plans, agenda, etc.) and helps the manager prepare for the meeting.
At first, and if necessary, the secretary may ask the persons who appear to fill out a registration sheet, where their full names will be indicated. and position. This will be needed when drafting the protocol. Next, the secretary announces the agenda, which marks the beginning of the meeting. Further, when those present begin to discuss issues, the secretary records the progress of this event. At the end of the meeting, this official prepares the finished version of the protocol, after which he signs it with the chairman and sends everything to the persons involved.
When drawing up, it is extremely important for the secretary to pay due attention to the appearance of the minutes of the meeting. It must include a header, venue, list of attendees, issues discussed and decisions made.
Conclusion
From the above information, it becomes clear that holding meetings at enterprises is extremely important. However, it is always worth remembering that high-quality preparation for such events carries more than 50% of the key to success in covering information, setting goals and their high-quality implementation.
Modern business is impossible without various kinds of negotiations. Business meetings are an opportunity for management to convey the main goals and objectives to all structural divisions at once, receive feedback and, based on the data received, adjust the action plan for the company.
Meetings are a kind of business management tool that constantly needs to evaluate the effectiveness and analyze the results achieved.
Business communication, business conversations, meetings, negotiations, discussions: as a form of business communication
Business communication should be distinguished from ordinary ones, since the former has a specific goal and has a strict ethics of behavior, while the latter may not have any ground or reason.
There are many forms of business communication, the main ones include:
- business conversations - represent the exchange (or one-way transfer) of information on specific issues of the functioning of the business. This can be direct communication or indirect (using Internet technologies, telephony). This type of communication involves its continuation in the form of negotiations or meetings;
- meetings - a larger form of communication, which, as a rule, involves company employees (usually heads of structural divisions) to address strategic business development issues;
- negotiations - have a specific goal and are aimed at discussing important issues, concluding agreements, contracts, signing documents that are important for both parties;
- discussions – an open discussion of important issues of the company, the main tool of which is “brainstorming” (the generation of ideas by all parties), as a result of which non-standard approaches to solving problems may arise.
In addition to the listed forms, there are a number of them: business interviews, disputes, meetings, correspondence, presentations, conferences. All of them have their own specifics, but they meet the same rules of business ethics.
Business meetings: tasks, goals, topics
Business meetings are held in order to work out a specific solution to an actual problem or task. In addition, at meetings, employees of departments can share their ideas with management on the possible solution of any issues. This form of communication allows you to comprehensively see the situation in the company, its strengths and weaknesses, promotes the entry of new people into the team, their acquaintance with the corporate culture and the norms adopted in the organization.
The main goals and objectives of the meetings are:
- maintaining the company's policy, as well as its development and communication to all employees;
- integration of actions of all services and departments in accordance with the strategic goal of the company;
- defining new tasks and evaluating the effectiveness of already implemented campaigns;
- resolving emerging issues.
The topics that are present at the meetings can be completely different.
In Russian practice, it is customary to hold planning meetings at least once a week. Thus, department heads report on the work done during the week and set plans for the next one (or receive tasks for implementation within the upcoming working week).
The occasion or topic for an unscheduled meeting can be a range of issues that arise in connection with the dynamic and changing external environment in which companies operate.
Types, types and classification of business meetings
Business meetings can be different in form, topics and attendees.
Their main classification is presented below:
- by belonging to a certain area: administrative meetings (to solve problematic issues), scientific (conferences, symposiums, seminars organized and held to solve topical issues in the scientific field), political (congresses and meetings of members of certain political movements) and mixed types;
- by the scale and number of participants: international (with the involvement of foreign partners, specialists, experts in a certain field), national, regional, city;
- at the location of the event: field and local meetings;
- by regularity: periodic, permanent meetings.
In addition to the presented classification, meetings can be divided into problematic, operational and instructive.
Problem meetings are aimed at finding the optimal solution to problems in a short time.
Operational (or they are also called dispatching) are aimed at obtaining data on the current position of the company. All information from subordinates is accumulated by the heads of departments, and then transferred to the chief executive of the organization. This is data on how plans were fulfilled, goals were achieved, tasks were solved. The main difference between such meetings and all others is their regularity, the constancy of the list of participants and the possible absence of an agenda for the meeting (that is, its detailed plan).
Briefing meetings have the reverse order, unlike dispatching meetings - all information in a directive format descends from the head to direct subordinates, and then is transferred along the vertical of power in the organization to specific performers of certain tasks. Such information includes directives from management that may affect the current course of the organization's work, new rules, norms of conduct, deadlines for the completion of specific tasks.
Preparation, organization and holding of business meetings
In order for the meeting to be effective, it is necessary to carefully consider its main points: the purpose of the meeting, the main tasks, the stages of the event. Only under such conditions can one benefit from the meeting.
Unfortunately, many of them are held only because it is accepted in the business environment. Regular meetings and meetings at the beginning of the week with management in many companies have become commonplace and have lost their meaning.
However, large companies that seek to develop and win large market shares approach this issue with great scrupulousness:
- the list of meeting participants is determined;
- for a long period, its agenda is being developed, in which adjustments are made over time;
- priority remains strategic tasks, on which heads of departments report.
Stages and technologies of conducting a business meeting
Each meeting has two main stages: preparation and direct conduct.
At the first stage, the relevance of the event is determined, its goals and objectives are set, a list of participants is formed, reports and presentations are prepared in accordance with the agenda.
At the second stage, directly according to the existing agenda, issues are covered in which all those present can take part. As a rule, the company's management is the chairman of the meeting and sets the tone for it, provides the right to speak, and stops the discussion if it goes beyond a constructive discussion.
In addition to the main stages in the meeting, there may be a decision-making stage if it involves the solution of a problem. This can be done by discussion or voting.
Business meeting plan example
Having a detailed meeting plan in hand, you can be sure that it will be effective.
Such a plan may include:
- welcome speech of the head - summarizing the results for a certain time (quarter, month, week);
- coverage of the problem, justification of its relevance for the company;
- organization of brainstorming on its solution;
- evaluation of all available options;
- accumulation of options for solving the problem;
- voting or otherwise deciding on the use of specific tools to resolve the problem;
- determination of the boundaries of the problem solution: terms, responsible persons, methods.
During the meeting, it is important to record its main points in order to be able to return to a particular issue and consider it in more detail.
Business meetings at exhibitions and congresses of the Expocentre
One of the effective means of promoting products is holding business meetings as part of exhibitions and congresses held at the Expocentre Fairgrounds. Business meetings of this format are somewhat different from others. If the management of one enterprise gathers at a regular meeting, then during the exhibition, any manufacturer has a unique opportunity to comprehensively solve the problems of the enterprise and invite all suppliers and distributors of products.
Specially equipped rooms for business negotiations, congress halls of the Expocentre Fairgrounds are designed for a different number of people. Therefore, there are no problems with the placement of all participants. Using the MatchMaking system, you can pre-arrange the time of the meeting. Presentation technique will make the meeting richer and more complete.
1. Meeting as a form of managerial work
The meeting is one of the forms of managerial work of the leader and is one of the most common methods of discussing and solving problems, as well as the best way to make a collective decision. In addition, a business meeting is one of the forms of gathering people in it, in addition to professional functions, a number of social functions are implemented to one degree or another, largely setting the characteristics of organizational culture and reinforcing forms of interaction between employees. Therefore, it is no coincidence that it is precisely by the ability to competently organize and conduct a business meeting that the professional competence of a leader is often assessed. To begin with, let's look at the professional and social functions of the meeting in more detail.
Meeting features.
Professional meeting features. There are four main professional (service) functions of the meeting, which can be implemented both separately and all during one meeting.
1. Reference and information function. This function can be represented by the questions “How are things?” or “What is the problem?”. The implementation of this function is carried out during status reports or descriptions of the situation that has arisen, in order to keep the group informed about the current status of projects for which it is responsible, as well as during reports on completed projects in order to give a collective assessment and see what lessons from them can be retrieved for the future.
3. Affirmative (legislative) function. Effective organizational activity involves the introduction and modification of programs and plans, systems of rules, standard practices and procedures within and through which the activities of the organization are carried out. Issues related to the adoption and approval of these documents are the subject of the meeting. One of the conditions for effectiveness is the obligatory listening to the opinions of the proposed executors and those who may be affected by the changes, discussing the identified issues and collective decision-making. In the event of significant disagreements, it is very dangerous to stop the discussion and resolve the issue by order. At the same time, it is necessary to understand that one should not expect quick decisions from people on complex issues related to changing the structure of the organization and the organizational culture to which they are accustomed. Therefore, it is best to leave these items open for further discussion and consultation. At whatever level this change occurs, it must be held by the leaders of all the groups concerned.
4. The function of distribution of responsibility. Making forward-looking decisions involves fixing responsibility. In other words, after solving the question “What and how are we going to do?” a reasonable question arises: “Who specifically and what will be done and who is responsible for this?”. It is necessary to allocate duties and responsibilities for the implementation of each component of the task. If in the second function the contribution of the participants was their knowledge and ideas, here it is their responsibility to implement the plan. One of the conditions for efficiency is the enthusiasm and ability of performers in solving the tasks. Of course, the manager can perform the functions described above independently and without a general meeting: listen to reports; propose a solution; to instruct the performers individually and fix their responsibility, however, for a number of reasons, a meeting is more desirable. First, it allows individuals to jointly find the best way to achieve a goal. Secondly, each member of the group has the opportunity to understand how the task assigned to him relates to the tasks of others and to the achievement of a common goal. And even if the meeting is discussing the implementation of a decision made at a higher level, it is important to enlist the support of the group and the performers. The fact that the group has the opportunity to discuss possible solutions to the tasks and independently develop a detailed plan of action can be a decisive factor in ensuring the effectiveness of their activities. In addition to direct official functions, the meeting also performs important social functions. A person is social by nature, and he has a need to join the reference society through attending formal and informal meetings. And if the organizational team does not hold meetings in its various forms, then the person's attachment to this team weakens, the organizational culture weakens, which ultimately adversely affects the effectiveness of joint activities. The meeting is a special case of the meeting, so it is useful to consider the general social functions of various meetings.
Social functions of the meeting (assembly). There are six main social functions of the meeting as a meeting of people:
1. Integration. A meeting is the simplest and most basic means of forming belonging to a group, association, team. Those who are present belong to it, those who are absent do not. Everyone can look around, see all the members of the group and feel it as a whole and themselves as part of it.
2. Formative. A meeting is a place where a common group field is formed. At the meeting, the group forms, checks, changes, updates group norms, rules, values, and everything that it recognizes as group. Each group creates its own fund of common knowledge, experience, views, ideas from folklore. But this fund consists only of what individuals have experienced or discussed as a group—that is, of what is known to all. Such a common fund not only helps group members to do their work more meaningfully, but also significantly increases the speed and efficiency of all types of communication between them. Communicating with “ours”, you can not decipher some of the information that would have to be explained to a stranger. But this fund is constantly in need of constant renewal and replenishment. Thus, the exchange at the meeting of meaningful information and ideas that members have acquired independently or in small groups since the last meeting is an important factor in strengthening the group.
3. Purposeful. The meeting helps each individual understand the collective purpose and how he, his work, and the work of others can contribute to the success of the group.
4. Affirmative. The meeting obliges all those present to carry out the decisions made at it and strive for the goals set at it. Since the meeting has decided, even if someone initially opposed, then his belonging to the group entails the obligation to agree with the decision. The alternative is to leave the group. As a rule, rejection of a decision within an organization consists of one part of real disagreement and nine parts of dissatisfaction with the fact that the person was not consulted before making it. For most people, with regard to controversial issues, it is enough to know that their point of view has been heard and taken into account. They may regret that the group didn't take their advice, but they accept the result.
5. Consolidation of leadership. In an organization, a meeting is one of the few places where a team or group actually exists and works as a group, and the manager, boss, or director is truly perceived as the leader of the team, and not as an official to whom subordinates report. The meeting is one of the few situations where the leader is truly perceived as the leader of the team, and not just as an employee performing job duties.
6. Struggle of statuses. The assembly is the arena where status struggles take place. Do not think that people are not or should not be concerned about their position relative to other members of the group. This is one of the components of human nature, and it must be put up with. Since the meeting is often the only place where people have the opportunity to find out their relative position in the group, the arena function is inevitable. A service meeting is one of the forms of gathering people, and the social functions presented above are necessarily realized in it, although to a different extent.
1.1 The role of meetings in the management process
Work meeting is one of the main tools by which the organization develops management decisions and monitors their implementation.
Work meeting:
fixes the presence of a problem situation;
considers short-, medium- and long-term forecasts of the development of the situation as a whole and in the most important aspects (projections) for the Organization;
determines the level of threats to the Organization and possible alternative solutions to problems;
determines the availability of resources needed to solve the problem, and possible options for their use;
documents all the necessary aspects of the implementation of the decision developed by him (or received from the management of the Corporation);
documents personal responsibility for the implementation of individual elements (stages) of the decision, and also creates a mechanism for monitoring its implementation
The main methods of decision-making in a group:
No response - the decision is made not on the basis of a critical assessment of possible options, but at the moment when an alternative is found that does not follow a negative reaction from anyone present
The rule of precedence the decision for the whole group is made by the senior of those present in position; effectiveness depends on whether he received enough complete information and whether he managed to motivate the rest of the participants
Minority rule - there are non-majority leaders (formal and informal) in the group who are able, using the procedures adopted in the Organization, to ensure the adoption of the decision in which they are interested
Majority rule - voting procedures are used to evaluate alternatives; a decision is considered adopted, for which the majority (50% + 1, 67%, etc.) voted for by the majority determined by the procedures adopted in the Organization; minority opinion is not taken into account
The consensus rule is similar to the “Majority Rule”, however, it involves achieving a situation where all representatives of the “losing” minority are ready to support the decision being made
Techniques used by the leader to strengthen group cohesion:
Apply methods of encouraging members of your team that involve the maximum reward for collectively achieved results
Use decision-making methods based on the maximum possible informing of your team members, openness of discussion, collegiality (from the Consensus Rule to the Unanimity Rule)
Take (confidentially) measures to increase the competition of your team with other groups (teams)
Take (confidentially) steps to increase the communication and information isolation of team members from other teams
If possible, reduce the size of your team by rejecting "dissenters" (increasing the level of "homogeneity")
Techniques used by the leader to weaken group cohesion:
Expand the use of incentive methods that involve the maximum reward for results achieved personally, according to individual performance indicators
Expand the use of decision-making methods based on the minimum possible information, the use of formal procedures (Majority rule)
Take (confidentially) steps to create divisions within the group and reduce intergroup competition
Take (confidentially) measures to increase the level of openness of the group and increase intra-group competition
If possible, increase the size of the group by attracting “dissidents” (increasing the level of “heterogeneity”)
I.V. Topchieva, Ph.D., Assoc. RSUH
- Meetings as a type of management activity, their history and classification
- Documenting the preparation of different types of meetings: operational, final, collegiate body
- Documents resulting from the preparation of meetings
The management process at all levels is becoming increasingly complex and complex. Its tasks cannot be solved without the involvement of many specialists. It is meetings that allow us to consider tasks that require the exchange of views and information on emerging issues with the participation of managers and performers.
A meeting is a type of management activity when a certain number of participants gather at a predetermined time in a predetermined place to discuss and decide on previously raised issues.
It should be noted that the term "meeting" has been used for more than one century. So, according to the Explanatory Dictionary of the Living Great Russian Language by Vladimir Dahl, “confer with someone about something - consult, discuss and decide, agree, agree, listen to the opinion of another, agree together, negotiate.
On important matters, the rulers confer with trusted people, as well as elected ones. Meeting - action on the verb to consult. - meeting, gathering, congress, conditional meeting for advice or negotiations about something. Counselor-nice.- participant in the meeting, in the council.
A deliberative seat, a presence where each member has a deliberative vote and matters are decided by a majority of votes. It is known that in the early 20th century. in the Russian Empire, meetings, as a type of management activity, were given great attention, high hopes were placed on them.
So, during 1905, in connection with the aggravation of the internal political situation in the state, the government created several draft Regulations on elections to the State Duma. Emperor Nicholas II February 18, 1905 issued a rescript addressed to the Minister of Internal Affairs A.G. Bulygin, in which he was instructed to create a Special Meeting to develop the foundations of the "Duma" electoral system. A special meeting completed its work in May of the same year and formed, in accordance with the task set, the conceptual foundations of electoral rules and procedures. The main result of the meeting was the conclusion that it is necessary to create an elected representative body in which deputies elected by the population will sit.
The bill proposed by the Special Meeting was discussed in the Council of Ministers, after which it was submitted to the State Council. However, the final discussion of the electoral system was submitted to a meeting of the Special Conference chaired by Emperor Nicholas II. The meeting was held from 19 to 26 July 1905. in Peterhof, therefore, it was called the Peterhof Conference, at which legal acts were approved that determined the legal status of the State Duma, its powers and the electoral system.
Later, in the autumn of the same year, a special Meeting was established headed by D.M. Selsky, the creation of which on October 28, 1905. approved by Emperor Nicholas II.
The main task of the Conference was to develop a reform of the State Council. The result of the work of the Rural Meeting was the "Project of changes and completions in the Establishment of the State Council."
With the participation of Emperor Nicholas II from February 14 to February 16, 1906. In Tsarskoye Selo, a special Meeting met to develop the final version of the developed project, but the Tsarskoye Selo meeting did not make significant changes to the submitted project. At the meeting, it was decided that the Chairman of the State Council would have the right to independently decide on the admission of the public to meetings of the Council.
The reform of the State Council was due, to a large extent, to the creation of a new body - the State Duma, so the main issues were the following:
- Rights of the State Council and the State Duma
- Changes in the composition of the Council
- Order of proceedings in the State Council.
Thus, the special Meetings of 1905-1906. solved the most important issues of public administration. They were convened at the initiative of the government with the participation of the Emperor of Russia and expressed, first of all, the interests of the ruling classes.
However, such a form of solving the most complex issues as meetings at the beginning of the 20th century was used by their opponents in the class struggle, i.e. Bolsheviks.
So July 30-August 1 (August 12-14), 1904. A meeting of 22 Bolsheviks was held near Geneva. It was this meeting that marked the beginning of the unification of party committees and organizations that stood on the Leninist platform.
On June 8-17 (21-30), 1909, a meeting of the extended editorial board of the Proletary was held in Paris, the participants of which were 9 members of the Bolshevik Center, 3 representatives of Russian and party organizations, N.K. Krupskaya, a member of the third State Duma N.G. . Poletaev and others.
In the same place, in Paris, December 14-17 (27-30), 1911. A meeting of foreign Bolshevik groups was held with the aim of rallying the forces of the Bolsheviks abroad, as well as providing support to the Russian Organizing Commission (ROC), which convened the VI All-Party Conference. (Ibid., g.210).
The list of Bolshevik Party meetings in Paris, Geneva and other cities could be continued.
The practice of holding party meetings at the highest level was used by the followers and successors of the Bolsheviks - the communists.
Thus, in Moscow, meetings of representatives of the communist and workers' parties were held in 1957, 1960, 1969. These Conferences were a form of organizational ties between communist parties that became widespread after the dissolution of the Communist International in the late 1950s.
In addition to Moscow, class like-minded people met mainly in Brussels.
From 1 to 3 June 1965 A meeting of 19 communist and workers' parties of the capitalist countries of Europe was held in Brussels
Somewhat earlier, April 1-2, 1959. Brussels hosted the Meeting of Representatives of the Communist Parties of the Member Countries of the European Coal and Steel Community (ECSC) (p. 216).
One of the most significant meetings of the twentieth century. considered the Conference on Security and Cooperation in Europe, which took place in several stages.
Stage 2 - September 18, 1973-July 21, 1975 in Geneva. The work was carried out in rounds of 3 to 6 months at the level of delegates and experts appointed by the participating States.
Stage 3 - July 30-August 1, 1975 in Helsinki at the level of top political and state leaders of the participating countries of the Conference, heading national delegations.
The final act of the Conference on Security and Cooperation in Europe consisted of agreed agreements on all items on the agenda.
This is a brief history of meetings as a form of collegial decision-making.
This form has found wide application in the business management practice of post-Soviet Russia.
Meetings are one of the most expensive types of management activities, because many employees participate in them, specialists, experts, consultants, etc. are involved.
That is why the most complex, important and requiring careful study, discussion, analysis, problems are submitted to the meetings:
- Solving the most important service issues;
- Making responsible decisions, mainly in the field of organizational, legal and material and financial activities.
Meeting classification
Meetings differ from each other and are divided into several groups. In modern management activities, the following classification of meetings is most widely used:
- Depending on the topics discussed:
- Administrative;
- Financial;
- Personnel management;
- Depending on the purpose of the meeting:
- Business;
- Production (operational, dispatching);
- Instructional;
- Informational;
- Consulting;
- Meetings of working groups, commissions, committees;
- Final;
Let's take a closer look at each of the above.
Business meetings are convened to make decisions. They have an agenda, participants share information, discuss agenda items, assess the state of affairs, make decisions on them and distribute responsibilities.
Production(operational, dispatching) meetings are convened to obtain information about the current situation, to clarify problems that have arisen, to hear reports on the work done, based on the results of monitoring the execution of documents, and to resolve conflict management situations.
Informational meetings are called to convey information to lower levels of the organization. For example, at a preliminary meeting dedicated to certification or the next licensing of an educational institution, information is provided on the goals, methods of preparing the event, as well as forms of communication within the organization itself and employees with members of the licensing commission.
Instructional meetings are held in order to instruct the staff on the work ahead, the distribution of authority and responsibility. As a rule, such meetings are organized in the case when it is necessary to bring to the executors the decisions of higher bodies, instances (Ministries, Departments, the Management of the Holding, the Federal authority, etc.), which have already made a decision.
At the briefing meeting, the employees of the organization only need to be told what is required from the employees, what is expected of them and explain to them their role in solving the assignment formulated by the highest authorities, the task.
The decision of these bodies, as a rule, is not subject to discussion, but is a guide to action, however, the grounds and consequences of the decisions must be brought to the attention of the staff and explained to them.
Consulting meetings are primarily concerned with identifying the needs and expectations of stakeholders. For example, they are conducted with suppliers, employees of the organization, consumers of products or services in order to “talk” people and get the necessary information from them.
Meetings of commissions, committees, working groups are convened in order to plan joint actions in detail. Working groups bring together representatives of services and departments of various levels of management of one organization. At such meetings, there are equal participants who express their ideas, proposals, opinions, for example, on the preparation and holding of a major event.
Final Meetings, according to their name, sum up the achievements of the organization as a whole, its structural unit(s) or individual employees.
- Depending on the frequency of the meetings:
- One-time meetings - round table, conference;
- Systematic meetings - meetings of collegiate bodies;
- Final meetings - at the end of the period of activity;
- Weekly, daily meetings - planning meetings on operational issues.
- Depending on the composition of the participants:
- International;
- All-Russian;
- Regional, regional;
- Intra-institutional.
- Depending on the length of the meeting:
- Multi-day;
- One-day;
- Few hours;
- No more than half an hour.
Meetings can also be scheduled and unscheduled.
The meeting is one of the most important elements of organizational culture, which is considered important for every leader to master. Great assistance in the preparation and conduct of meetings is provided by the assistant (secretary) of the head.
Considering that the process of preparing meetings of various types has its own characteristics, we will consider 3 main types of meetings:
- Operational
- Reporting (Final)
- collegiate body.
Regardless of the type (type) of the meeting, in the process of their preparation, documents are formed, to which we will pay special attention.
Preparation of various types (types) of meetings
operational meetings
Operational meetings are called in practice planning meetings, flying meetings, five-minute meetings.
The main issues addressed at these meetings are:
- Discussion and decision-making on issues of current activities, taking into account the opinions of the participants;
- Exchange of views and setting goals for current activities, coordination of work;
- Checking assignments from previous meetings;
- News information.
The basis for holding operational meetings is the decision or instruction of the head.
The venue is usually the manager's office.
The duration and frequency of such meetings is 1-1.5 hours once a week and/or 10-15 minutes daily.
So, in medical institutions (especially stationary type) 5-minutes are held daily at the head physician.
In industries associated with the release of responsible products, they also spend 5 minutes with the chief engineer or chief technologist.
In research institutes of the Russian Academy of Sciences and "small" academies, for example, the Russian Academy of Education, such meetings are held once a week in the office of the director or deputy. scientific director.
Additional notification of employees of this type of meeting is not required, since the regulations are standard.
Regulations- rules governing the order of any activity (Rules of Procedure).
In this case, the regulation states:
- day of the week
- time,
- duration of the meeting
- circle of participants.
The participants of this type of meeting are the heads of structural divisions or their deputies, therefore, all structural divisions have their representatives at the meeting.
It is very important not to postpone or cancel such meetings, as this increases the significance of these events. Employees should know that the meeting will certainly take place on the appointed day and time.
Direct preparation for the meeting includes the following steps, which are documented:
- Plan development;
- Making notes in the meeting notebook;
- Collection and analysis of order control forms;
- Checking the readiness of the premises.
Plan development consists in the fact that the secretary, together with the head, draws up a plan in which the main issues to be discussed are fixed.
Meeting Notebook, according to its name, exists in order to write down issues that need to be discussed at the meeting throughout the week. Thus, the preparation of the meeting is simplified.
Collection and analysis of order control forms lies in the fact that half an hour or an hour before the meeting, the head, together with the secretary, looks through records of previous meetings, their records per week, adjusts the meeting plan.
Meeting participants prepare for the meeting by completing necessary forms and reports. A day or two before the meeting, the secretary checks whether all instructions have been completed, transfers the results of the check to the head or himself analyzes the work in writing.
Reporting (final) meetings.
The main tasks to be solved at such meetings:
- Completion of the project (including financial results of activities), summarizing the work of the organization for a certain period (quarter, year);
- Listening to managers' reports on the work performed;
- Setting goals for the new period and approval of work plans.
For holding this type of meeting, the obligatory basis is an administrative document - order head of core activities on organizing a meeting and forming a temporary apparatus (working group) of several employees under the leadership of a responsible person from among the assistants to the head.
The venue for annual meetings is a conference hall or meeting room.
The duration and frequency of reporting meetings is 1.5-2.5 hours at the beginning of each reporting period (once a month or quarter). Often two meetings are held: one is reporting, the other is according to plans.
Notification of the participants about the date, time, duration and agenda of the meeting is carried out by the secretary a week before the meeting.
Notification can be done in two ways:
- Letter with parcel invitations (notices);
- Orally over the phone.
If all participants in the meeting are employees of the same organization, it is enough to inform them by the secretary by phone.
A common way to invite a meeting is telephone messages. They are used, as a rule, to invite employees of subordinate organizations. The text of the telephone message is drawn up in one copy and agreed with the head.
If employees of other organizations are invited to attend the meeting, an invitation letter is drawn up.
This letter states:
- Who conducts the meeting;
- Issues for discussion;
- Time (date and hour);
- Location.
All of this is mandatory. Additionally, you can specify:
- Provision of a hotel, its cost;
- The need to confirm participation.
If not supposed to send re-invitation after confirmation of participation, the first letter of invitation gives the full address of the venue of the meeting with a detailed description of how to get there and get through. Often a graphic scheme is made, which greatly simplifies the search.
If a re-invitation is expected to be sent to persons who have confirmed their participation, then the above information about the full address will be indicated in the re-invitation.
Collection and sending of documents for study by the participants of the meeting is carried out by the secretary. In this case, the documents for study should reach the participants no later than 1 day before the meeting.
Direct preparation for the meeting includes the following steps:
- Drafting plan and agenda;
- Collection materials from structural divisions;
- Technical and service functions.
Meeting of the collegiate body.
The main questions that are raised at this type of meetings:
- Discussion of issues related to planning activities;
- Acquaintance with the results of the organization's activities;
- Issues related to the content of the Charter or other documents.
The basis for holding a meeting of the collegial body is regulations Charter.
The decision of the head to hold a meeting of the collegial body is formalized by order with reference to the organizational document (Charter, Regulations).
The venue for the event is the meeting room of the organization.
The duration and frequency of meetings of this type is 1-2 times a year or in accordance with Constituent documents. The duration is several hours.
generation agenda carried out by the leader.
The circle of participants is determined by a pre-compiled list of the last meeting.
So, first document, which is compiled - meeting agenda.
List of participants- it second document to be prepared. Invite to any type of meeting should be only those who cannot be dispensed with:
- Employees who are directly affected by the issues under consideration;
- decision makers;
- Employees with specialized knowledge or experience in solving similar problems.
For a clear organization of work, it is necessary to draw up lists in a particular form, containing all subsequently necessary information to control the progress of not only the preparation, but also the holding of the meeting:
- Full Name;
- What organization represents and position in it;
- Date and method of sending the invitation;
- Confirmation of receipt of the invitation (date);
- Consent to take part in the work (Yes/No);
- Does he intend to speak (Speech topic);
- Does it need a hotel;
- Do you need tickets for the return trip (airplane, train, date, flight number);
- Arrived for the meeting.
If necessary the list can be supplemented with other questions. Such a list, reproduced in the required number of copies, can be used in the following cases:
- At the time of registration;
- It can be put on the table of the presidium of the meeting, which will allow the presenters to navigate the direct organization of the work of the deliberative body;
- Used for the work of economic structures serving the participants of the meeting.
Notification of the participants is carried out by the secretary: an agenda is sent out 1-2 months in advance, indicating the place and time of the meeting. At the direction of the head, the secretary may also make an announcement in the media.
For the prompt distribution of invitations, modern methods of transmitting information are most often used: fax, e-mail.
The collection of materials in the preparation of the meeting is carried out by the secretary: he collects reports or abstracts of reports all speakers.
Head composes draft decision on the issue under discussion or draft final documents.
The presence of projects allows you to delve deeper into the documents, make amendments to them, and discuss them promptly.
In addition, the secretary must demand draft decisions from those employees who prepare the issue and organize their execution.
All documents proposed for the meeting must be collected at least 48 hours in advance and copied and distributed 24 hours before the meeting.
Recently, large reports (messages) are practically not read out. The participants of the meeting have their text (or theses) and, therefore, the speaker, in a limited time frame, emphasizes only the most basic provisions of his speech.
Thus, the process of preparing various types of meetings, regardless of their degree of importance, scale, frequency and duration, requires the mandatory documentation of the main stages of preparation.
In preparation operational meetings the following documents are generated:
- plan;
- notes in the notebook of meetings;
- forms of order control.
In preparation wrap-up meetings:
- order the head of the main activity on holding a meeting and creating a working group;
- letter- invitation (notice);
- telephone message;
- repeated letter– invitation (if necessary);
- plan and agenda;
- materials from structural divisions in the form reports and draft plans.
In preparation meetings of collegiate bodies:
- regulations holding such meetings in accordance with Charter;
- order the head of the main activity with a link to the organizational document ( Charter, Position);
- agenda;
- list of participants in a certain prescribed form;
- reports or abstracts all speakers;
- draft decisions on the issue(s) under discussion or draft final documents.
Holding (servicing) meetings
A mandatory condition for the meeting is the registration of its participants.
If guests are invited to the meeting, signage of the venue should be posted in the lobby. In some cases, a meeting of guests, especially honored ones, is organized at the entrance.
Registration of participants usually starts 30 minutes and ends 5 minutes before the start of the event.
Registration form could be like below:
The registration form is developed taking into account the nature of the meeting. In the event that a quorum is required, the following columns must be provided in the registration form: “personal signature” and “signature decryption”.
The registration form is partially supplemented in advance in order to mark the arrival during the registration process.
The meeting must start right on time. It is advisable to immediately agree with the participants on the rules of joint work, that is, to determine the rules.
Regulations- the order of the meeting, which its participants strictly adhere to after they accept it as the organizational basis of the meeting.
The most important elements of the regulation:
- time indicators of the meeting and its individual elements;
- main procedures of the meeting;
- meeting officials.
To establish a regulation, you need to decide on:
- the sequence of discussion of issues submitted to the meeting;
- duration of the main speech;
- duration of speeches during discussions;
- duration of the meeting;
- duration of breaks;
- the procedure for making decisions when voting;
- end time of the meeting.
The officers of the meeting are appointed in advance or determined directly at the meeting in the course of voting or by decision of the organizer of the meeting.
The most important outcome of the meeting is its documented outcome:
- protocol;
- transcript;
- resolution;
- solution.
Meeting documentation– record of the process of discussion of the issues put on the agenda.
Recording the progress of the meeting is:
- shorthand;
- phonogram;
- video recording;
- logging.
The most common document used to document a meeting is the minutes.
Protocol- an organizational and administrative document containing a consistent record of the discussion of issues and decision-making at meetings, meetings, conferences, meetings of collegial or advisory bodies.
The protocols document the activities of permanent collegiate bodies, such as collegiums of federal bodies, ministries, committees, municipal governments, as well as scientific, technical, and methodological councils.
Meetings of shareholders, meetings of boards of directors are subject to mandatory logging.
When registering commercial banks, chambers of commerce and industry and other protocols are submitted to the state authorities for registration.
Protocols are drawn up and drawn up to document the activities of collegial bodies:
- meetings;
- conferences;
- assemblies.
Protocols can be drawn up on the basis of:
- transcripts meetings;
- sound recordings meetings;
- draft handwritten notes who lead during the meeting;
- materials prepared for the meeting (texts of reports, agenda, list of participants, speeches, references, draft decisions, etc.).
Transcript - verbatim recording of reports, speeches and other speeches at meetings, conferences and meetings of collegial bodies, carried out using the shorthand method. After the meeting, the transcript is transcribed, checked against the sound recording and made out. Transcripts or sound recordings of a meeting are made in parts during the meeting itself or immediately after the meeting. The time allotted for the preparation of the transcript and minutes of the meeting should not exceed 3-5 days from the day the meeting was held.
If a sound recording was made (on a tape recorder or a dictaphone), the recording is deciphered, a protocol is drawn up and executed. The audio cassette is stored, as a rule, for 2 weeks in the subdivision providing audio recording of the meeting, and then demagnetized. This time is necessary to clarify the text of the protocol. By decision of the head of the collegiate body, the sound recording of the meeting may be issued for long-term archival storage.
The importance of the protocol for management activities lies in the fact that it contains:
- decisions made;
- performers;
- deadlines for the execution of orders and tasks.
The protocol is drawn up in the form of a general form. Its form includes:
- name of the institution - author;
- indication of the type of document - protocol;
- date of the meeting;
- room;
- the place of the meeting;
- stamp of approval (in the case when the protocol is subject to approval);
- title;
- text;
- signatures.
The date of the minutes is the date of the meeting, and not its execution or signing. Minutes are usually drawn up a few days after the meeting. If it lasted several days, then the protocol date includes the start and end dates, for example: 11-14.05.2012 or 11-14 May 2012. The number (registration index) of the protocol is the serial number of the meeting. The protocols are numbered within the calendar year or the term of office of the collegial body.
The title to the text, as a rule, reflects the type of meeting or collegiate activity and is consistent with the name of the type of document in the genitive case: Minutes (of what?) of the meeting of the Academic Council; meetings of the labor collective; meetings of heads of structural divisions. The heading is printed with a capital letter and separated by 2-3 line intervals from the requisite "place of document compilation". The heading is always placed on the left above the text of the document (as in all other documents).
Particular attention should be paid to the text of the protocol, which is divided into two parts: introductory and main parts.
In the water part are indicated:
- surname and initials of the chairman;
- surname and initials of the secretary;
- surname and initials of those present;
- agenda.
The word "chairman" begins the minutes, it is printed two-spaced after the heading, directly from the fields with a capital letter; after the dash indicate the name of the chairman, initials. The word "secretary" is also drawn up. (For instance - Chairman - Gusarov N.N. Secretary - Kasatkina L.S.). During operational meetings, this part of the protocol is omitted. The attendees are listed below. The order of registration is as follows. In the minutes of the meeting of the permanent collegial body, the permanent members present are indicated in alphabetical order without positions. After them, the names of those invited are recorded with an indication of their position.
At enlarged meetings and meetings where a large number of invitees are present, their composition is indicated quantitatively, and the family list is attached to the protocol, about which a corresponding entry is made in the protocol itself. (For instance: In attendance: 55 people (list attached)).
At meetings, conferences and conventions, where decision making requires a certain quorum, the "Attendance" section indicates how many people should be present and how many came to the meeting.
This is followed by the agenda, which lists the issues submitted for consideration by the collegiate body. Each question is numbered and begins with the preposition "O" ("About"). In some cases, for example, when taking minutes of meetings of collegiums of ministries, committees, the agenda may be attached to the minutes. Then it is not included in the text of the protocol, but only a reference entry is made: "The agenda of the meeting is attached."
The second part - the main one, which fixes the course of the meeting, is the main text of the document, which is built in sections corresponding to the agenda items. For each item there can be such parts: LISTENED / SPEAKED / DECIDED (DECIDED). These words are written in capital letters, each on a new line, followed by a colon, so they visually break up the text.
The word HEARD begins the section on each agenda item. It is written on one line after the numbers indicating the serial number of the question.
The surname and initials of the speaker and speakers in the debate are indicated on a new line from the paragraph. The content of the speeches is stated in the third person singular. If there are texts (or abstracts) of reports and speeches, they are not recorded in the protocol, and a dash after the name of the speaker or speaker is indicated: "The text of the report (speeches, messages) is attached." After each presentation, if any, questions and answers are recorded in the order received.
The final part of the section for each agenda item is a record of the decision taken on the issue under discussion. The decision is made collectively, which often involves the vote of the participants. However, in management practice, voting results are usually not reflected in the protocols. If such a need arises or a protocol is drawn up in which the voting results are mandatory (for example, the minutes of a meeting of an attestation (qualification) commission or a general meeting of shareholders), then they are indicated separately for each item of the decision. For example, "Unanimously" or "For - 44, against - 1, abstained - 10". The texts of the protocols of the attestation commissions record the decisions made on the candidacy of each employee.
A decision containing several questions is divided into paragraphs and subparagraphs, which are numbered in Arabic numerals.
The operative part of decisions, like administrative documents, must be specific and contain components: to whom, what to do and by what date. One or more officials or a structural subdivision may be indicated as an executor. The due date can be specified as a calendar date or as a period for the completion of the work.
The signatures of the chairman and secretary of the meeting complete the protocol. One copy of the protocol is signed. On the left is the signature of the chairman, on the right - the secretary.
Brief Protocol- fixes the issues discussed at the meeting, the names of the speakers and the decisions taken. It is allowed to omit the names of the chairman, secretary, those present. Such a protocol is kept only in those cases when the meeting is transcribed, and reports and texts of speeches will be presented to the secretary, or in cases where the meeting is of an operational nature.
Complete Protocol- fixes the discussed issues, the decisions made and the names of the speakers. It contains fairly detailed notes that convey the content of the reports and speeches of the participants in the meeting, all the opinions expressed, questions and remarks, remarks, and positions.
The minutes are drawn up by the secretary of the meeting, reprinting the text, editing it and agreeing with the chairman of the meeting or the head of the structural unit. The protocol acquires legal force only if there are two signatures - the chairman and the secretary. Signatures are placed, separated from the text by 2-3 line intervals, from the border of the left margin.
Decisions of collegiate bodies brought to the executors in the form of independent documents - decrees and decisions. In other cases, an extract from the protocol is made.
Extract from the protocol- an exact copy of a part of the text of the original protocol relating to the agenda item on which the extract is being prepared. It reproduces:
- all details of the form;
- introductory part of the text;
- the agenda item on which the extract is being prepared;
- text reflecting the discussion of the issue;
- decision.
An extract from the protocol is signed only by the secretary, he also draws up an attestation. It consists of the word "True", an indication of the position of the person who certifies the copy (extract), personal signature, surname, initials and date. If an extract is given for submission to another organization, then it is certified by a seal.
The result of collegial activity may be administrative documents: resolutions and decisions.
Decree- 1) a legal act adopted by the highest and some central bodies of collegiate management in order to resolve the most important and fundamental tasks facing these bodies and establish stable norms and rules of conduct. The resolution, as a rule, has a long validity period and applies to a wide range of organizations, officials, regardless of their subordination ;
2) an act of the governing body of a public organization
Resolutions are issued by the highest bodies of state power, committees, commissions formed under the authorities.
There are 2 types of orders:
- resolutions that decide organizational issues of the activities of the commission, committees (issues related to the creation of a body, the distribution of responsibilities between members, approval of the plan);
- resolutions addressed for execution by other bodies, enterprises, officials.
Commissions that have powers of authority (administrative, supervisory, juvenile) adopt decisions that are binding.
Commissions that do not have power powers adopt resolutions that are advisory in nature (“Propose”, “Recommend”).
The resolutions reveal economic, political and organizational issues. Resolutions approve different normative documents.
The text of the resolution consists of a statement and an administrative part, signed by the chairman of the collegiate body and the secretary. The project is endorsed by a legal adviser. The resolution is printed on A4 letterhead.
Form- a sample resolution consists of details:
- coat of arms;
- name of the type of document - RESOLUTION;
- date, number;
- place of publication;
- title to the text;
- text;
- signature;
- visas - approvals.
Solution- an administrative document of the collegiate governing body. Published by ministries, departmental, federal agencies, scientific councils.
Solutions- 1) joint acts issued by several heterogeneous bodies (collegiate and acting on the basis of unity of command, state bodies and public organizations, etc.);
2) resolutions of meetings, meetings, etc.
The text of the decision consists of ascertaining and administrative parts.
The ascertaining part indicates the reasons for issuing the decision, the goals that are achieved when it is implemented. If the decision is issued on the basis of an administrative document, the number, date, heading of this administrative document are indicated in the ascertaining part.
In the administrative part indicate the name of the decision-making body, then the word DECIDED in capital letters on a separate line.
The administrative part can be divided into paragraphs where the performer (organization, structural unit, official) is indicated - action - deadline.
The decision acquires legal force after its signing by the chairman and secretary of the collegiate body, assigning it a number (ie registration) and affixing the date. The date of the decision is the date of the meeting of the collegiate body at which it was adopted.
The decision is drawn up on A4 forms.
Form- sample solution consists of details:
- name of the organization - the author of the document;
- name of the type of document - DECISION;
- date, number;
- place of publication;
- title to the text;
- text;
- signature (of the chairman, secretary);
- approval visas (drafter, head of the subdivision introducing the draft decision, executors, legal adviser, officials responsible for the execution of the decision); Brief dictionary of types and varieties of documents. M., 1974, pp. 31-32.
Brief dictionary of types and varieties of documents. M., 1974, p.37.
The most important task of a manager in a crisis is effective change management: initiation, implementation and completion of the transformation process. In order to find solutions to problems successfully, the manager needs to be able to competently conduct meetings, maintaining a high level of personal involvement of each participant.
Even in the situation of “falling” markets and a decrease in the purchasing power of the population, many domestic enterprises were able to offer consumers new products and services - cheaper analogues of Western models that are not inferior to them in quality. This allowed not only to maintain the volume of sales, but also to increase profits and even create new jobs.
How was it possible to do this? In order to survive and grow during the crisis, these enterprises were able to undertake a major reorganization, overcoming the inevitable resistance of workers. To find effective ways out of difficulties, the leader must use the creative potential of the management team and the entire team, initiate changes, propose improvements to business processes, and carry out organizational changes.
Meetings (planning meetings, summer meetings, five-minute meetings) are an important management tool: in many companies, attending them takes up the lion's share of top managers' time. At the same time, managers not only take part in meetings, but also organize them themselves.
If the meeting is not planned in advance, it often turns out to be a waste of time for the participants. Endless, and most importantly, useless meetings are a characteristic sign of a "bureaucratic" corporate culture. In an organization with such a culture, employees who are highly professional and able to lead people often refuse to become leaders. At the same time, a very important motive for not wanting to be included in the personnel reserve for career advancement is the unwillingness to waste time at such “meetings”.
Effective A meeting is a group work during which the leader:
- receives the necessary information from the participants;
- sets goals and objectives for subordinates (gives assignments);
- informs employees about the decisions made;
- organizes collegial decision-making.
In order for the meeting to be effective, it is necessary:
- define the goal / formulate what result you need to get;
- determine which employees should attend the meeting;
- inform the participants of the meeting about the agenda in a timely manner;
- determine what participants should prepare for the meeting;
- establish criteria by which the proposed solutions will be evaluated.
The absence of a preparation stage leads to the fact that:
- employees who do not understand the problem / do not have the necessary information come to the meeting;
- significantly increases the time for discussion;
- "spontaneous" decisions are discussed - those that first came to mind;
- the solution to the problem is not found;
- the decision made is not implemented;
- decisions that are inefficient from a business point of view are made;
- participants are not included in the joint work.
During a crisis, managers are much more likely to face unforeseen situations and complex business problems. To find workable solutions in such cases, "problem" meetings are effective.
A problem meeting is a group form of work that helps:
- find ways to overcome difficulties / solve complex problems (production, technical, financial, etc.);
- consider the prospects for the development of the organization;
- discuss innovative projects, etc.
The result of the work of the group should be the adoption of a collegial decision. The features of the problem meeting should include:
1) the lack of ready-made algorithms for solving problems;
2) active involvement of all participants in the process of change;
3) as a rule, strict time limits.
To increase the level of involvement of participants in the process of discussion, search for options and decision-making, the leader can:
- determine the desired roles 1 in the team and select participants who can perform them;
- flexibly change the forms of work (group discussions, participants express their opinion on the issue under discussion, work in microgroups);
- clarify the positions of the participants in the discussion, fix the conclusions, “visualize” the discussion process (use diagrams, diagrams, graphs, etc.), summarize the results of the discussion;
- to combine participants into microgroups so that each group works out one of the points of the meeting plan and presents its results;
- introduce an element of competition: invite several micro-groups to develop alternative solutions / scenarios, and then discuss them together, etc.
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At preparing
During holding meeting leader should:
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Organization of the work of a group of subordinates during a problematic meeting is a creative, but rather difficult task. Common rookie mistakes:
- excessive involvement in the work of the group (the leader is fond of the process of discussing and searching for new ideas, forgetting about the need to manage the process);
- lack of preparation;
- inflexible adherence to a pre-planned plan (the discussion process is not adjusted to take into account new data, new ideas, etc.);
- insufficient diversity in the selection of meeting participants;
- loss of control (over the emotional state of the meeting participants, over time, the discussion process, etc.).
To effectively conduct problem meetings, the leader needs to develop the following competencies and skills:
- the ability to record and visualize the material of group discussions in the form of diagrams that reflect the essence of the problem under discussion;
- the ability to facilitate 2 the discussion process using active listening methods;
- the ability to summarize and sum up the discussion;
- the ability to ask constructive questions that help the group find a solution;
- presentation skills;
- the ability to manage your emotional state;
- the ability to understand the emotional state of others;
- the ability to win the trust of employees;
- the ability to convince others of the need for change;
- the ability to influence the participants in the discussion;
- the ability to support employees - inspire, inspire, stimulate, etc.
There are a number of criteria on the basis of which the meeting is considered successful:
- participants were actively involved in the group discussion;
- each person was able to express his opinion, his ideas and suggestions were heard by the rest;
- the leader summarized the opinions and valuable suggestions of all participants in the meeting;
- found a way to solve the problem;
- a plan for further action has been developed;
- the result of group work was approved by the senior management, shareholders or the staff of the enterprise.
Decisions made during the problem meeting should be conveyed to top managers and other employees.
It must be remembered that the most important condition for the success of group work is people's trust in the leader, which can only be earned by professionalism and high moral character.
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1 R. M. Belbin (Raymond Meredith Belbin) - a specialist in the field of assessment and development of management teams, determines role as a "useful model of team behavior". The author identified nine typical roles:
Role | Positive characteristics | Functions in a team | Possible Weaknesses |
Idea's generator | creativity, imagination, flexibility, critical thinking | solves difficult problems | closed-mindedness, obsession with one's own ideas |
Researcher | extraversion, enthusiasm, sociability | sees opportunities, develops contacts | overly optimistic, loses interest when initial enthusiasm wears off |
Coordinator | decisiveness, activity, focus on the end result, organizational skills | motivates the team, distributes tasks, sets priorities, sets goals | often perceived as manipulative |
Creator | energy, the ability to be completely self-giving | challenge, challenge, challenge | prone to provocation, hurting other people's feelings |
Expert | prudence, prudence, discernment | evaluates opportunities, assesses the situation | lack of assertiveness, inability to inspire others |
Diplomat | sociability, goodwill, gentleness in decisions and statements | maintains a positive atmosphere in the team, prevents conflicts | indecisiveness in difficult situations |
Implementer | diligence, organization, zeal, the ability to bring things to the end | translates ideas into reality, monitors the timing and quality of work | lack of flexibility; slow to respond to new opportunities |
Executor | conservatism, commitment, performance | brings things to a close | prone to anxiety, reluctant to delegate authority |
Specialist | purposefulness, dedication | provides knowledge and skills on specific issues | competent only in a narrow area, overly focused on the technical side of the matter |
2 Facilitation(English) facilitate- facilitate, help, promote) - help the group achieve its goals, complete a certain task, solve a problem or reach an agreement, etc. The essence of the facilitator's work is to increase the efficiency of the group by:
- involvement in the discussion process of all participants, strengthening their interest, unlocking their potential;
- helping participants understand and accept different points of view;
- cooperation development;
