Business meeting
2.1.1. Business meeting objectives. A business meeting is a way to involve the collective mind in developing optimal solutions for the most pressing and most difficult issues arising in the organization. The management process in this sense is reduced to three main stages:
è collection and processing of information;
è coordination of the activities of the company's services and employees;
и decision making.
In addition to its direct purpose, each rationally organized meeting also solves an important teaching and educational problem. At the meeting, employees learn to work in a team, take a comprehensive approach to solving common problems, reach compromises, etc. Managerial actions of the manager are complemented by collective meetings (meetings), at which day-to-day business events and problems are resolved. Business meetings solve such problems as:
- development and strengthening of the enterprise policy and its implementation;
- integration of activities of all departments and services, taking into account the overall goals of the organization;
- identification and calculation of collective results;
- collective problem solving, taking into account the learning effect.
2.1.2. Classification of business meetings. They represent a special type of organization, which is created for an extremely short time and has a certain purposefulness (cx. 1).
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Cx. 1. Classification of business meetings
2.1.3. Organization of business meetings. To achieve the objectives of the meeting, it is necessary to properly prepare and organize it. There is a set of mandatory elements, without which the effect of the meeting will not be achieved (Fig. 6).
Rice. 6. Technology of organizing and conducting business meetings
1. Preparation of the meeting goes through several stages:
1) Determining the need and feasibility of holding a business meeting... When deciding whether a meeting is necessary, the manager should think about the tasks that need to be solved in the meeting. A meeting is meaningful if there is a need to exchange information; identifying opinions and alternatives; analysis of complex (non-standard) situations; making decisions on complex issues.
At this stage, in addition, the manager should analyze all the alternatives to the meeting: the decision of the senior management; the ability to resolve the issue by phone; conference call; the possibility of combining with other (scheduled) meetings. And, if after that the manager is convinced of the usefulness of the meeting, it can be held. Otherwise, the meeting must be canceled.
2) Agenda and composition of its participants.
When preparing the agenda, it is necessary to determine:
Conditions to be met by the final outcome of the meeting. This defines the objectives of the meeting;
Who should conduct what preparatory work. Sometimes it is advisable to create a working group that prepares the agenda, holds preliminary brief meetings in departments, meetings of two persons, etc.
The main mistakes made when forming the agenda:
Absence of the main topic of the meeting (several topics do not allow to ensure their exact delineation and appropriate analytical support);
The participants were not previously explained the essence of the problem under discussion;
Inclusion in the agenda of issues of different volume and content, as a result of which the meeting turns into a discussion, and often into a squabble between its individual participants or groups. As a consequence, the number of participants who are placed in the position of passive listeners increases;
Departure from the agenda and consideration of spontaneously arisen side topics or any eternal problem (for example, supply issues, etc.).
When deciding on composition of participants you need to be especially careful about the formation of the list, both in quantitative and qualitative composition. It is necessary to involve those officials who are most competent in the problem under discussion to participate in the meeting.
3) Appointment of the day and time of the event. Typically, there is one specific day per week for a meeting. This allows meeting participants to properly plan their working hours and properly prepare for the meeting. The best day for a meeting is Wednesday or Thursday, as the weekly health curve has a marked decline on Monday and Friday.
The best time for meetings is in the afternoon. From the theory of biorhythms, it is known that a person has two peaks of increased performance during the working day: the first - from 11 to 12, the second - between 16 and 18 hours. and effectively, so as not to stay up late. Since any meeting disrupts the rhythm of work, it is inappropriate to hold it in the first half of the working day (first peak).
The main mistakes made when determining the duration of a meeting:
The duration of the meeting is not regulated;
The established duration of the meeting is not respected;
Meetings are scheduled too long;
No breaks are taken;
Time for reports and speeches is not limited;
Inability to express your thoughts concisely and clearly.
4) Venue. A significant part (more than 70%) of business meetings is the office of the head of the organization. However, it is better to convene meetings in premises specially equipped for this purpose.
Basically, those invited to the meeting sit at a table that has a rectangular shape. This is extremely inconvenient for both the leader and the meeting participants. Another, more convenient, trapezoidal table shape is known (Fig. 7).
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Rice. 7. Layout of meeting participants
The room should have good sound insulation, normal temperature and relative humidity, comfortable furniture, ventilation, etc.
The main mistakes made when determining the location of the meeting:
Too many meetings are held in the boss's office;
During the meeting, telephone conversations are conducted and visitors are even received;
The meeting room is inadequate and poorly lit.
5) Preparation of meeting participants.NS This is the last stage of the preparatory work in the procedure for organizing business meetings. The essence of all work in this direction comes down to the advance familiarization of all participants with the agenda and the necessary materials. Everyone should know in advance the topics and objectives of the meeting. This will assist in the subsequent effective conduct of the meeting, as its participants will be properly prepared for it in advance.
2. Conducting a meeting. Optimal duration (1) joint mental activity of a large number of people is only 40-45 minutes. Therefore, after 40-60 minutes. the attendees' attention is weakened: there is noise, unnecessary movements, conversations. If you continue to continue the meeting without interruption, then most of the participants will get tired. After a 30-40 minute break, those present feel better, their normal state is restored, and the discussion of problems can be continued.
After 90 minutes of work, attention and interest in the problems discussed disappear. Experts call this stage of the meeting a period of negative activity Decisions made at such a time are usually extremist.
If the meeting continues without a break for 2 hours, then more than 90% of its participants agree to any decision, as long as it ends as soon as possible. Thus, the optimal duration of the meeting is no more than 1 hour. If the circumstances of the case require longer work, then after 40 minutes of the meeting, a 10-15 minute break must be announced.
Everybody knows what it is regulations (2), but not everyone observes it. If its rules are not established before the start of the meeting, then the prerequisites are created for a non-business environment for the meeting.
A special role in observing the rules of procedure is assigned to the chairman of the meeting. However, each participant in the meeting, regardless of the position held, must show respect for the rules.
Meeting Minutes (3) – this is the primary official document, on the basis of which the management has the right to demand that employees perform their assigned tasks. The secretary of the meeting shall record the most important points in the minutes on behalf of the meeting:
Meeting the goal of the meeting;
Solution;
Performers and deadlines.
The logging model is shown in Figure 2.
A meeting is a mandatory event in which all members of an organization take part, for example, an annual meeting of shareholders or a general meeting of members of a cooperative. The procedure for holding a meeting is regulated by the charter of the relevant organization, the course of the meeting and the decisions taken are recorded in a special document - the minutes of the meeting.
Unlike a meeting, a meeting is attended by a certain fixed circle of people, as a rule, representatives of various firms or divisions of the enterprise. The meetings are usually regular and meet in a strictly defined manner.
divided time, most often once a week, and are intended to discuss current issues, although there may be unscheduled meetings caused by production needs. It is not necessary to keep minutes of the meeting, but a decision is usually made at the end of the meeting.
Business meetings are divided into business conversations and negotiations. Business conversations are held in a free form, are intended to discuss any issues that arise and do not necessarily end with a decision. The negotiations are intended to resolve serious issues of joint activities of enterprises, delimitation of areas of activity, development of pricing policy, etc. They end with the adoption of final documents or oral declarations.
Due to the specifics of his work, any merchant often has to take part in various meetings, conferences and business meetings, as well as organize these events himself. It is necessary to follow the established order of their organization and conduct, since often the success of all commercial work depends on it.
When preparing a meeting, meeting or negotiations, you must:
1. Choose and clearly articulate an agenda. The agenda may have two or three main issues and three or four minor ones. If the main questions are few, then the meeting will proceed slowly and will take as much time as with a sufficient number of them, and with a large number of questions, the discussion will become superficial.
2. Determine the composition of the participants (for meetings, negotiations). The exception is production meetings, which are held regularly (usually once a week) with a permanent membership.
3. Choose the day and time of the event. When conducting negotiations, the day and time are agreed in advance with all participants.
4. Notify the participants about the day and time of the event. When holding a meeting, it is advisable to do this 5-7 days in advance. Only those invited to it who are not permanent participants of the meeting are notified of the day and time of the production meeting.
5. Set the expected duration of the event and warn participants about it. Experience has shown that announcing the end time of a meeting or meeting will reduce its duration by 10-15%.
6. Prepare a keynote speech or presentation and identify the required participants for the discussion. The report must be specific, reflect the essence of the issue under consideration, the conclusions must be substantiated. The verbosity and lack of specificity of the report or message causes indifference among the listeners.
7. Select and prepare a room. Care must be taken to ensure that the room is comfortable enough to accommodate all participants. There should be no shortage of chairs. When organizing negotiations on tables in front of each participant, it is advisable to put a card indicating the last name, first name, patronymic and the name of the company he represents. There should also be paper and writing materials on the tables, you can put refreshments. It is considered good practice to serve tea or coffee with a small amount of pastries during negotiations.
You need to start work at exactly the appointed time. Delaying the start of a meeting or meeting usually means that the next meeting will have participants very late. It is customary to observe the time of the beginning of negotiations by all parties; being late for negotiations is considered as extreme disrespect for partners and can lead to undesirable consequences.
The atmosphere during a meeting (meeting) or business meeting should be friendly. Personal attacks on the participants, clarification of the relationship are unacceptable.
A chairman is elected to hold the meeting. The main duties of the chairman are:
follow the regulations;
announce the name and position of the speaker, the name of the organization of which he is a representative.
The chairman of the meeting must meet certain requirements, the main ones of which are: competence, impartiality, the ability to express themselves clearly and clearly and tolerance of other people's opinions. The chairman does not have the right to show his preference for one or another opinion or a participant in the meeting, as well as to impose his opinion. He should state his proposals after all.
An important step in any meeting or meeting is making a decision. At such moments, the meeting often becomes helpless, as if losing energy. This happens because the participants are not able to realize that it is time to make a decision, or hesitate, not daring to make a choice. In such cases, it is best to pick one proposal and continue to consider it. It is important not to miss the moment when the debate should be closed - this requires the experience and skill of the chairman. A good way is to vote in the middle. It summarizes the next stage of the discussion. However, one should not be too hasty with the final vote, as it is possible that a decision is made that is rejected by the minority. In this case, the members of the minority can proceed with actions proving the wrong of the majority, which can lead to the resumption of the discussion and the loss of the results already achieved.
A special type of meeting is the so-called "brainstorming". Such a meeting is held when it is necessary to solve a complex problem, find a way out of a confusing situation, and make a responsible decision.
To hold such a meeting, first of all, it is necessary to clearly formulate the task - only one, the most difficult or most important. It is desirable that no more than 7-12 people take part in the discussion. It is advisable to arrange the chairs in a circle so that there is no "gallery" and "presidium". The timing of the discussion must be firmly defined. The lack of time creates stress that stimulates brain activity. The optimal time for such a meeting is about 30 minutes. No one should criticize the proposed proposals. Most people cannot work creatively in conditions of moral threat, if one is pulled back, others will only think about how not to seem the stupidest of all. At the beginning of the discussion, as a rule, banal, empty ideas are put forward. The ban on criticism makes it easier to put forward any ideas, among which there may be some very valuable ones. It is advisable to select the best ideas, and not to discard the worst, what seemed unusable now may come in handy later. No need to establish the authorship of ideas - the best ideas are always the product of collective creativity.
When a way out of a difficult situation seems to be found, it is advisable to split into two groups - "supporters" and "opponents" and try to find weak points in the developed solution. The final decision must be clearly formulated and recorded.
Business meeting concept
Definition 1
A business meeting is an important form of management activity, during which information is exchanged between managers and subordinates and management decisions are made.
In the process of holding a business meeting, its participants are involved in the collective development of an optimal solution to the identified problem that has arisen in the company.
In this regard, the management process is usually divided into 3 stages:
- The stage of collecting and processing information;
- Coordination of the functioning of all employees and divisions of the enterprise;
- Decision-making stage.
The role of the meeting in the company
With the help of effectively organized business meetings, it is possible to solve important educational problems. Through meetings, participants learn collective decision-making, complex problem solving, and compromise. In the course of the meeting, a culture of corporate communication is acquired between the employees of the firm.
In most large enterprises, meetings are the only way to reach senior executives.
The meeting is an addition to the managerial work of the manager, at them you can solve everyday business issues and problems.
Business Meeting Objectives
Through business meetings, the following tasks are solved:
- The policy of the company is developed and strengthened and it is implemented;
- There is an integration of activities of all divisions of the enterprise, taking into account the general goals of the company;
- Collective results are identified and calculated;
- There is a collective problem solving taking into account the learning effect.
Meeting stages
Remark 1
At the stage of preparing a business meeting, the expediency of holding a meeting is determined, the manager sets the main tasks that are necessary for the solution. It is advisable to hold a meeting if there is a need for information exchange, as well as to identify opinions and ways of solving problems and non-standard situations, making decisions on complex issues.
At the same stage, the agenda and the composition of the participants of the business meeting are determined. In the process of preparing the agenda, it is necessary to clarify:
- the content of the issues discussed and the main topic that characterizes its essence;
- the conditions that the final outcome of the meeting must meet;
- meeting participants and their functions.
After the list of participants has been determined, the date and time of the meeting is set. Most businesses set aside one specific day per week for the meeting, which allows attendees to efficiently plan their working hours and provide adequate preparation.
The last step in the business meeting preparation procedure is to prepare the meeting participants. The basis of all the work in this direction can be reduced to the advance acquaintance of each participant of the meeting with the agenda and the necessary materials. Each participant needs to familiarize himself with the topics and objectives of the meeting in advance, so that the meeting will be held more efficiently in the future.
The next stage is the direct meeting. The optimal duration of joint mental activity of most people, according to research by scientists, is only 40-45 minutes. After 50-60 minutes, the attention of the meeting participants may be weakened, resulting in extraneous noise, unnecessary movements and conversations on abstract topics. If you do not take a break during this time, then more participants will become overworked. If you take a 30-40-minute break, then you will be able to observe an improvement in well-being, the restoration of a normal state, so the discussion of problems can be continued more productively.
Introduction
1. Classification of business meetings ………………………………………
2. Technology of organizing and conducting business meetings ... ... ... ... ... 3
3. Composition of participants, time and place of the meeting …………… ..4
4. Preparation of participants and duration of the meeting …………… ... 6
5. Psychological aspects of the workshop ……………………… .... 7
6. The main tasks of the leader in the preparation and conduct of the meeting …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… 8
7. The main task of the speaker …………………………………………… ... 9
8. Timetable and end of the meeting …………………………………… ..12
Conclusion ……………………………………………………………… ... 14
Literature …………………………………………………………………… 15
Introduction
Business meetings (meetings) are one of the most important forms of management activity. During the meeting, information is exchanged between subordinates and the manager, management decisions are made.
Experience shows that business meetings do not always bring the desired effect due to the fact that many managers are unclear about the technology of their organization and conduct. In some cases, business meetings are convened too often and poorly prepared; too many people are involved in their implementation, and by all means the "first" leaders; unreasonable length of meetings reduces their effectiveness; Finally, decisions made at business meetings are often unsatisfactory and poorly monitored in the process of implementation, which significantly reduces their effectiveness, and therefore there is a need for a second meeting on the same issues.
A business meeting is a way to involve the collective mind in developing optimal solutions for the most pressing and most complex issues arising at the enterprise. The management process in this regard is reduced to three main stages:
- collection and processing of information;
- coordination of the activities of all services of the company and all employees;
- decision-making.
In addition to its direct purpose, each rationally organized meeting also solves an important teaching and educational problem. At the meeting, employees learn to work in a team, take a comprehensive approach to solving common problems, reach compromises, acquire a culture of communication, etc. For some employees, being in a business meeting is the only way to see and hear senior executives. In addition, at a business meeting, the leader is given the opportunity to show his talent as a manager.
Thus, the managerial actions of the manager are complemented by collective meetings (meetings), at which day-to-day business issues and problems are resolved. In this regard, it is possible to formulate the main tasks to be solved with the help of business meetings:
- development and strengthening of the enterprise policy and its implementation;
- integration of activities of all departments and services, taking into account the general goals of the company;
- identification and calculation of collective results;
- collective problem solving, taking into account the learning effect.
Classification of business meetings
Business meetings are a special type of work organization that operates in a very short time and has a certain purposefulness. Meetings are classified according to the following main criteria:
1. By appointment:
- developing and making decisions;
- clarifying and clarifying tasks for the implementation of previously adopted decisions;
- summarizing and evaluating previously adopted decisions;
- operational (dispatching);
2. By the frequency (frequency) of carrying out:
- one-time;
- regular;
- periodic;
3. By the number of participants:
- narrow composition (up to five people);
- extended (up to twenty people);
- representative (over twenty people);
4. According to the degree of stability of the composition of the meeting participants :
- with a fixed composition;
- with invitees according to the list drawn up for each meeting;
- combined;
5. By accessory:
- party (and other public organizations);
- administrative;
- scientific and scientific and technical;
- combined.
Organization technology and business meetings
To achieve the goals of the meeting, it is necessary to thoroughly prepare and clearly organize their holding, taking into account the set of mandatory elements.
Meeting preparation begins with determining the need and feasibility of holding a business meeting. When justifying the need for a meeting, the manager must formulate the tasks that require an optimal and timely solution. A meeting is meaningful if there is a need to exchange information; identifying opinions and alternatives; analysis of complex (non-standard) situations; deciding on complex issues. The manager should consider all the alternatives for holding the meeting: the decision of the top manager; the ability to resolve the issue by phone; conference call the possibility of combining with other (scheduled) meetings. And if after that the manager is convinced of the usefulness of the meeting, it can be held. Otherwise, the meeting must be canceled. After a decision has been made on the need for a meeting, the agenda and the composition of its participants are determined.
During the preparation of the agenda, it is necessary to determine: 1) the topic of the meeting and the content of the problems discussed; 2) the conditions that the final result of the meeting must satisfy in order to determine the purpose of the meeting; 3) who and what preparatory work should be carried out (it is advisable to create a working group to form the agenda, holding preliminary meetings in the divisions).
Major mistakes, which are allowed when forming the agenda:
1. Absence of the main topic of the meeting (does not allow to ensure their exact delineation and appropriate analytical support);
2. The participants were not previously explained the essence of the problem under discussion; inclusion in the agenda of issues of different volume and content, as a result of which the meeting turns into a discussion or even an abuse between its individual participants;
3. The number of participants placed in the position of passive listeners is increasing;
4. Departure from the agenda, consideration of side topics that have arisen spontaneously, or some "eternal" problem (for example, supply issues, etc.).
List of participants, time and place of the meeting
When deciding on the composition of the participants, it is necessary to be especially attentive to the formation of the list in terms of quantitative and qualitative composition. To participate in the meeting, it is necessary to involve officials who are most competent in the problem under discussion, and they, as practice shows, are not always heads of departments. As for the number of participants in the meetings, you should not invite as many people as there are chairs in the meeting room (invitations for mass participation). The best option is to match the number of meeting participants with the number of those who actively participate in the discussion of the issue. The main criterion for selecting participants for a future business meeting is competence in the issues on the agenda.
It is necessary to determine the day and time of the event. It is recommended that you set aside a specific day of the week for your meeting, so that meeting participants can plan and prepare for their work hours properly. The best day for a meeting is Wednesday or Thursday, as the weekly health curve has a marked decline on Monday and Friday. It is known from the theory of biorhythms that a person has two peaks of increased working capacity during the working day: the first - from 11 to 12 o'clock; the second is between 4 pm and 6 pm. Since any meeting disrupts the rhythm of work, it is inappropriate to hold it in the first half of the working day (first peak).
The most common mistakes when determining the length of a meeting are: The main mistakes made during the meeting:
* its duration is not regulated;
* the established duration is not respected;
* meetings are too long;
* no breaks are made;
* no time limit for reports and speeches;
* Participants do not know how to express their thoughts concisely and clearly.
As a rule, a significant part (more than 70%) of business meetings are held in the office of the head of the organization. However, it is better to convene the meeting in premises specially equipped for this purpose. Basically, those invited to the meeting sit at a table that has a rectangular shape. This is extremely inconvenient for both the leader and the meeting participants. Known for another, more convenient shape of the trapezoidal table.
At such a table, no one bothers anyone, each participant sees everyone else well, and the chairman and secretary-stenographer clearly sees each participant in the business meeting.
The room should have good sound insulation, normal temperature and relative humidity, comfortable furniture, ventilation, etc. Mistakes that are often made when determining the location of a meeting: etc.
The main mistakes made when determining the location of the meeting:
• too many meetings are held in the boss's office;
· During the meeting, telephone conversations are conducted and visitors are even received;
· The meeting room is poorly equipped and insufficiently lit.
. Participant preparation and meeting duration
Preparation of meeting participants is the last stage of the preparatory work in the procedure for organizing business meetings, when it is envisaged that all participants are preliminary familiarized with the agenda and the necessary materials. Everyone should know in advance the topics and objectives of the meeting.
Each leader must correctly determine the procedure for conducting a meeting, depending on the goal. But even when it is successfully formulated, there is always a hidden level of goals, which, as a rule, are not talked about, but which must be reckoned with.
For example: if representatives of departments participate in a meeting, the interests of each of them become hidden goals. The sales department is against anything that can negatively affect its sales activities. The production department strives to prevent the sales department from having a greater opportunity after the meeting to dictate production schedules and plans, etc. Thus, each department considers the main task of maintaining or even increasing its "gains": rights, privileges and power.
Ultimate motives drive the meeting participants to obstructionist tactics. They may try from the outset to confuse the definition of the objectives of the meeting. Another surefire way to block a discussion is to raise new, complex side issues, and do this on a regular basis as the meeting approaches clear objectives. Another destructive force is the demand for such explanations from a speaker who, for the sake of simplicity, speaks in general terms. Such tactics give a problem of such a complex and insoluble character that a proposal for additional discussion immediately comes, and this is enough to put it on the back burner.
The optimal duration of joint mental activity of a large number of people is only 40-45 minutes. In 40-60 minutes after the beginning of the meeting, attention is weakened in its participants: noise, unnecessary movements, conversations begin. If you continue to continue the meeting without interruption, then most of the participants become tired. After a 30-40 minute break, those present feel better, their normal state is restored, and the discussion of problems can be continued.
After 90 minutes of work, attention and interest in the problems discussed disappear. Experts call this stage of the meeting a period of negative activity. At this moment, a person becomes uncontrollable, treats everything nervously and distrustfully. Decisions made at such a time are usually extremist. If the meeting continues for 2 hours without a break, then more than 90% of its participants agree to any decision, if only everything would end faster.
Thus, the optimal duration of a meeting is no more than 1 hour. If circumstances require longer work, then after 40 minutes of the meeting, a 10-15 minute break should be announced.
Psychological aspects of the workshop
Work meeting is one of the main tools with 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 in general and in the most important aspects for the Organization (projections);
Determines the level of threats to the Organization and possible alternative solutions to problems;
Determines the availability of resources necessary to solve the problem, and possible options for their use;
Documents all the necessary aspects of the implementation of the decision worked out by him (or received from the management of the Corporation);
Documents the personal responsibility for the implementation of individual elements (stages) of the decision, and also creates a mechanism for monitoring its implementation.
Basic methods of making decisions in a group
Lack of 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, which does not follow a negative reaction from anyone present
Seniority rule - the decision for the whole group is made by the eldest of those present according to the position; effectiveness depends on whether he received sufficient information and whether he managed to motivate the rest of the participants
Minority rule - there are non-majority leaders in the group (formal and informal) who, using the procedures adopted in the Organization, are able 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 if the majority, determined by the procedures adopted in the Organization, voted for it (50% + 1, 67%, etc.); minority opinion is not taken into account
The consensus rule is similar to the "Majority Rule", however, it presupposes the achievement of such a situation when all representatives of the "losing" minority are ready to support the adopted decision
Techniques used by a leader to strengthen group cohesion
Apply methods of rewarding their team members that provide maximum reward for collectively achieved results
Use decision-making methods based on the maximum possible information of their team members, openness of discussion, collegiality (from the Rule of Consensus to the Rule of Unanimity)
Take (confidentially) measures to increase the competition of your team with other groups (teams)
Take (confidentially) measures to increase the communication and information isolation of team members from other teams
If possible, reduce the size of your team by rejecting "dissidents" (increasing the level of "homogeneity")
Techniques used by a leader to weaken group cohesion
Expand the use of incentive methods that provide maximum reward for personal results, based on individual performance
Expand the application of decision-making methods based on the minimum possible information, the use of formal procedures (Majority rule)
Take (confidentially) measures to create discord within the group and reduce inter-group competition
Take (confidentially) measures to increase group transparency and increase intra-group competition
If possible, increase the size of the group by attracting “dissidents” (increasing the level of “heterogeneity”)
The main tasks of the leader in the preparation and conduct of the meeting
The first task of the head is to assess the importance of the problem, think over possible scenarios, choose a decision-making method that corresponds to the strategic priorities of the Organization's policy, give instructions for the preparation of the meeting
The second task of the head is to hold the meeting in such a way that a constructive discussion of the participants takes place, which allows to obtain the most complete information on the problem, to identify the main alternative scenarios for the development of events and the most effective management decisions.
The third task of the leader is to achieve consensus (to convince everyone present that the decision made is optimal in terms of implementing the strategy and policy of the Organization)
The fourth task of the head is to distribute personal responsibility for the implementation of the decision as a whole, its individual parts and control over the implementation.
The main task of the speaker
The main task of the speaker is to prepare:
Your performance,
Handouts
Draft decision
so that
Fully inform those present at the meeting about the existing problem (s);
To highlight the main alternative solutions to the problem and assess their provision with the necessary resources;
Assess the comparative effectiveness of possible solutions and highlight the most likely scenarios for the development of the situation;
Involve those present in a constructive dialogue on the issues discussed.
Properly conducted preparation for the meeting allows not only to prepare and make an effective decision, but also allows you to give it the form of a collective one, which psychologically optimally motivates employees to consciously implement it.
Persuasion procedure includes 4 types of persuasive influences:
- Informing
- Clarification
- Proof
- Rebuttal
- The main way of informing is story
- Main types of clarification
| instructive | is constructed as a calmly stated, logically verified sequence of instructions like "do-one, do-two, do-three" | It is carried out when the subordinates are required to remember in the best way what exactly and how, in what sequence is required to be done. |
| narrative | differs from instructive in that in form it should be perceived by subordinates as a lively interested story of an excited leader. To achieve this effect, individual elements of the instruction are replaced with live examples, which should lead subordinates to the desired conclusions. | carried out when the leader has the necessary training for this. |
| reasoning | is structured in such a way that subordinates are faced with problems and questions that require an answer from them. The leader himself first puts forward arguments "for" and "against", monitoring the reactions of subordinates, and as the subordinates are drawn into the process, encourages them to independently put forward arguments "for" and "against". | is carried out when it is necessary to ensure that the subordinates themselves formulate, in the main, the decision necessary for the leader and in the future it is perceived by them as their own. |
3. The proof is based on three fundamental laws of logic:
- The law of identity - each thought in the process of discussion retains the same definite content, no matter how many times it is repeated. In that and only if the meaning of the terms used in the discussion process has been strictly stipulated in advance.
- The law of the excluded third - two judgments, in one of which something is affirmed ("A" is "B"), and in the other the same is denied ("A" is not "B"), both cannot be simultaneously be true.
- The law of sufficient reason - in order for a certain judgment to be accepted as reliable - it must be confirmed by other arguments, the truth of which has been verified by practice.
Main elements of proof:
Thesis construction rules
· The thesis must be formulated very clearly and clearly, avoiding the possibility of ambiguity in its understanding and interpretation. Errors in the choice of words, leading to ambiguity in the wording of the thesis, allowing it to be interpreted ambiguously, can be used by opponents both to discredit the thesis itself and to discredit a leader who makes mistakes.
· During the proof, the thesis must remain unchanged - that is, the same statement must be proved (of course, if during the proof process you did not realize that you yourself made a mistake in the formulation). Keep the thesis statement under your control throughout the meeting; do not allow the loss of the thesis; pay special attention to the attempts of opponents to make a partial or complete substitution of it.
The main problems in the use of abstracts
| Loss of thesis | Having formulated the initial thesis, the leader, being distracted, after a while forgets about it and moves on to a different thesis, more or less similar to the original, but in principle different. Thus, the original idea is lost, which can lead away from the goals of the meeting and turn it into a waste of time. | in order to avoid losing the thesis, in preparation for the meeting, the leader should make blanks with the main theses and the scenario of the meeting. This allows in most cases to return to the planned track and move towards the set goal. |
| Complete substitution of the thesis | this is the loss of the thesis as a result of the deliberate actions of the leader or his opponents. The most well-known methods leading to a complete substitution of the thesis are switching attention to the opponent's personality and avoiding answering the questions posed by opponents (“walking around and around”). | feeling the impossibility of proving the initial thesis, the leader may try to make a logical diversion - to switch the attention of the audience to a similar in form (by ear), but in principle different, important, but in content that has nothing to do with the initial thesis. The leader must take into account that his opponents can also use logical sabotage. |
| Partial substitution of the thesis | deliberate change by the head of the wording of the thesis (as a rule, mitigation) without changing its main content during the course of the proof | the initial thesis at the stage of preparation for the meeting can be formulated by the leader excessively strictly in order to have room for maneuver during the discussion with opponents |
Basic requirements for arguments
For arguments to be convincing, the following requirements are imposed on them:
· Arguments can only be those provisions, the truth of which has been proven earlier and does not cause any doubts among those present; even one weak argument can "bury" all evidence;
· Arguments must have an autonomous rationale - that is, there must be their rationale, different and independent from the rationale of the thesis; they should not contradict well-known facts;
· Arguments must be consistent with each other;
· Arguments should be sufficient - there should be neither too many nor too few.
Schedule and end of the meeting
Everybody knows what it is regulations but not everyone observes it. If its rules are not established before the start of the meeting, then there are prerequisites for the non-business situation of the meeting. The chairman of the meeting has a special role to play in observing the rules. However, each participant in the meeting, regardless of the position he occupies, must show respect for the rules. The minutes of the meeting are the primary official document, on the basis of which the manager has the right to demand that employees perform the tasks assigned to them. The meeting secretary records the most important points in the minutes: achievement of the meeting goal; solutions; performers and terms.
The final stage of organizing and holding a meeting is making a decision and agreeing on the conditions for its implementation. The decisions at the meeting are made by all together and by each separately. The efficiency of the meeting depends on the extent to which the meeting participant managed to incorporate their ideas and comments into the overall solution. The wording of the decision explains: by whom and in what time frame a certain amount of work should be performed. It is determined in what form the results will be summed up (distribution of the protocol or its part (extracts from the protocol), a decision is made on the breadth of information (the whole team or its part).
Decisions can be made in two ways: 1) a specially elected commission for preparing the decision prepares its draft in advance. The project is being read out. The participants in the meeting make their own adjustments and accept it based on the results of the vote; 2) the chairman of the meeting sums up the discussion and formulates a decision. After the decision is made, a person (group of persons) is determined who carries out its implementation and control over its implementation.
Conclusion
Successful organizations differ from their counterparts mainly in that they have more dynamic and effective leadership. This means that the success of any business is determined by how actively and consciously people participate in it. That is why the social and psychological methods of management aimed at achieving the set goal, influencing the final result of the enterprise, are providing and fundamental for the manager.
A business meeting is one of the most responsible activities of a manager and an important factor affecting the organization of the work schedule of the entire team. The need for meetings is clear. They are necessary to speed up the adoption process and increase their validity, for an effective exchange of views and experience, for faster communication of specific tasks to the performer, but most importantly, for the emotional impact on the meeting participants and, as a result, on the entire team.
A meeting is a complex process and it is necessary to take into account a huge number of psychological laws and rules. The objective reality is currently forcing all leaders of organizations to turn their face to the problem of increasing the efficiency of their work, productive use of every minute of working time.
Summing up all of the above, I would like to once again draw attention to the relevance of the distribution of the working time of each head of the organization, to his ability to clearly, clearly, quickly communicate information to his subordinates, receive all the necessary information from them, and make timely correct decisions.
A business meeting is one of the most popular types of business communication, including for solving problems in the field of economics, finance, management. A business meeting is relevant anytime, anywhere.
Literature
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- AND I. Kibanov, D.K. Zakharov, V.G. Konovalova Ethics of business relations - M .: INFRA - 2003 p245-250, p305-316, p347-360
- O.A. Mitroshenkov Effective Negotiations A Practical Guide for Business People 2nd ed. Correct. - M .: Publishing house "INFRA-M" Publishing house "Ves mir" 2000 p127135, p152-157, p264
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In order to achieve the goals, it is necessary to properly prepare and conduct the meeting. There are a few essential elements without which the objectives of the meeting will not be achieved. Preparation of the meeting begins with determining the appropriateness of its holding. When the question of the need for a meeting is being decided, the manager must think about the tasks that need to be solved at it (such a form of work as a meeting is more productive than others). The meeting should be held when there is a need to exchange information, identify opinions and alternatives, analyze difficult (non-standard) situations, make decisions on complex issues. In addition, at the same stage, the manager must analyze all the alternatives of this form: decision of the higher management; the ability to resolve the issue by phone; conference call; the possibility of combining with other (scheduled) meetings. At the same time, the manager must determine what is needed to solve the problem that has arisen. When deciding on the composition of the participants, it is necessary to carefully approach the formation of the list, both in terms of quantitative and qualitative composition. It is not at all necessary, for example, to invite department heads to every meeting. To participate in the meeting it is necessary to involve those officials who are most competent in the problem under discussion, and they, as practice shows, are not always the heads of departments. .With regard to the number of participants in the meetings, you should not invite as many people as there are chairs in the meeting room (invitation for mass participation). The best option is to match the number of meeting participants with the number of those actively participating in the discussion of the issue. The main criterion for selecting participants is competence in the issues on the agenda. Having determined the composition of the participants, it is necessary to appoint the day and time of its holding. Typically, there is one specific day per week for a meeting. This allows participants to properly plan their working hours and properly prepare for it. The best day for a meeting is Wednesday or Thursday, as the weekly health curve has a marked decline on Monday and Friday. However, Friday is a good day for ongoing meetings (to summarize the week and schedule tasks for the next week). Meetings are best done in the afternoon. From the theory of biorhythms, it is known that a person during the working day has two peaks of increased performance: the first - from 11 to 12 hours and the second - between 16 and 18 hours. It's best to time the meeting for the second peak. This will provide additional incentive for meeting participants to work quickly and efficiently so as not to stay up late. Since any meeting disrupts the usual rhythm of work, it is inappropriate to hold it in the first half of the working day (first peak). Preparing meeting participants is the last step in the business meeting procedure. The essence of all work in this direction comes down to the advance familiarization of all participants with the agenda and the necessary materials. Everyone should know in advance the topic and objectives of the meeting, which in the future will contribute to the effective holding of the meeting, since its participants will be properly prepared for it. Meeting. The optimal duration of joint mental activity of a large number of people is only 40-45 minutes. After 50-60 minutes, the attendees' attention weakens: noise, unnecessary movements, distracted conversations appear. If you continue to continue the meeting without interruption, then most people get tired. After a 30-40-minute break, those present feel better, their normal state is restored, and the discussion of problems can be continued. The minutes of the meeting are the primary official document, on the basis of which the management has the right to demand that employees perform the tasks assigned to them. The secretary of the meeting records in the minutes on behalf of the meeting the most important points: achievement of the meeting goal; solution; task executors and deadlines. Summing up and making a decision. The final stage of organizing meetings is making a decision and implementing it. It should be borne in mind that the decision at the meeting is made by all together and each separately. Its effectiveness depends on the extent to which the meeting participant managed to incorporate his ideas and considerations into the general solution. Creation of favorable conditions for collective work and collective decision. If complex problems are considered at a meeting, then it is imperative to provide conditions for collective mental work of those present. The fact that the group work was successful can be said when the result is:
- · Higher result of work of the best member of the group;
- · Better than the sum of the individual results of all group members.
Group work requires special training. In physical labor, this rule goes without saying (collective work is always more productive), but with mental labor, it is much more difficult to achieve the corresponding result. Formation of an atmosphere of ease and efficiency. The environment at the meeting most often depends on the leader. Business cooperation is hampered by excessive criticism, various complaints, etc. To create an atmosphere of ease and efficiency, it is necessary that its participants feel equal and feel the importance of the problems under consideration. The meeting leader should ensure that ease does not overwhelm efficiency, and vice versa. An unpleasant problem for everyone should be considered at the end of the meeting (some people can be released by that time) and, if possible, briefly. Most of these problems need to be addressed on an individual basis. It is better when managers and specialists of lower levels of management share their thoughts at the beginning of the meeting. The meeting manager has a responsibility to create a business-like yet relaxed environment in which everyone feels at ease. Oppression and an atmosphere of fear and unkindness do not contribute to effective teamwork. The purpose of the meeting is not to find the culprit, but to solve the problem. Free and frank presentation of their thoughts by employees, as well as their ease in communication, will significantly reduce the loss of time. Keeping all meeting participants active. The presiding officer must take into account the so-called psychological phenomenon and organize such an order of speeches in which their sequence will be inversely proportional to the authority and position of the speaker. This is due to the fact that younger employees are very reluctant to express their point of view - especially when it does not coincide with the already expressed opinion of the manager. That is why fresh, non-standard solutions to problems coming from younger employees are often simply not discussed. Another way to get more engaging in a meeting is to require everyone to speak up. Discussion of dissenting opinions. As already noted, the guarantee of a successful meeting is taking into account the views of all its participants. Of course, some of them may be wrong, but in this case, the meeting leader should briefly explain the reason for the erroneous opinion (no one should leave the meeting feeling that his point of view is correct, and the decision of the meeting is wrong). Second, most often most of the dissenting opinions are judgments expressed by such people who seek to expand or, conversely, narrow the proposed proposal or problem. These opinions require discussion, because, as a rule, they are of particular value and allow you to achieve positive results. At a conference, you cannot resort to voting, for it will no longer be a conference, but a meeting. When discussing dissenting opinions, if there is a need for this, one should criticize points of view, approaches to solving problems, but not the people themselves.