Planning and Preparation for a Meeting
Of prime importance
for the success of any meeting is the attitude and leadership of the
chairperson. In a meeting, the chairperson is the leader and, as such,
has to perform the same function as the leader of any working group. For
a meeting to be effective, the chairperson has to:
•Plan, organize and
control the discussion of subjects on the agenda.
•Maintain the group by
encouraging and developing harmonious relationships.
•Motivate the
individuals by encouraging all to contribute, rewarding their efforts and
supporting them in any difficulties.
Before any meeting,
the chairperson should ask and resolve the following questions:
•What is the purpose
of the meeting?
•Is a meeting
appropriate?
•How should the
meeting be planned?
•Who should attend the
meeting?
•What preparation is
required for the meeting?
What is the Purpose of
the Meeting? All meetings must have a purpose or aim and the chairperson must
ask themself such questions as:
•What is to be
achieved by this meeting?
•Is advice required on
a particular issue?
•Has a problem arisen
that needs prompt discussion?
•Is this a regular
meeting to keep members 'in touch'?
Is a Meeting
Appropriate? The chairperson should always consider whether a meeting is
necessary or if some other means of communication is more appropriate, for
example memos or emails targeted to individuals inviting comment.
Unnecessary meetings may waste time, lead to frustration and negativity and may
lower motivation to participate in future meetings.
How Should the Meeting
be planned? This will very much depend on the type of meeting to be held.
There should be some rationale behind every meeting, no matter how low-level or
informal, and this will largely dictate the content and indicate how planning
should proceed.
Who Will Attend the
Meeting? This is often decided by the nature of the meeting itself. In a
small organization, a meeting could well include all members of staff, whereas
a working party or committee meeting will already have its members
pre-determined. In a large organization or department, staff attending
might well be representing others. It is important that the full implications of
such representation are realized by the individuals concerned as they are not
merely speaking for themselves. Meetings outside the workplace may include
members of the board of directors or other interested parties.
What Preparations are
needed for the Meeting? If maximum contribution is to be forthcoming from all
participants, the purpose of the meeting should be recognized by all. The
most tangible expression of this is the agenda which should be circulated
beforehand to all those invited to the meeting. The agenda should:
•Give the time and
place of the meeting.
•List the topics to be
covered, indicating who will introduce them.
•Have any relevant
papers attached.
•Give the time the
meeting will close.
The Agenda: This
is the outline plan for the meeting. In most formal meetings it is drawn
up by the secretary in consultation with the chairperson. The secretary
must circulate the agenda well in advance of the meeting, including any accompanying
papers. The secretary also requests items for inclusions in the agenda.
Regular meetings often
start with the minutes from the last meeting followed by 'matters arising'
which forms a link with what has happened in the previous meeting. Most
meetings conclude with 'any other business' (AOB) which gives everyone the
opportunity for any genuine last minute items to be raised; though more
formal meetings may have AOB items listed on the agenda. An example
of an agenda might be:
•
Apologies for absence.
•
Minutes of last meeting.
•
Matters arising (from minutes of last meeting).
•
Item 1 -Training & Development
•
Item 2 - Report on Funding.
•
Item 3 - Finance & Equipment
•
A.O.B.
•
Time and date of next meeting.
There can of course be
more items on the agenda.
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