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Organization and holding of meetings. Meetings and sessions, general and special features

One of the sacred duties of the secretary is the preparation of meetings, conferences and sessions that are initiated by managers different levels. In most cases, the secretary also keeps minutes of such events. In this article we will tell you how to make these processes more efficient.

To start talking about protocol, the first step is to talk about meeting preparation. Before such an event, it is important to think through the agenda, determine the composition of participants, and familiarize yourself with the reports of all speakers and other materials. All this will require additional effort, but as a result, maintaining the protocol will be much easier.

HOW TO SAVE TIME?

According to various studies, from 10 to 50% of the working time of the head of the organization and other employees can be spent on meetings. To reduce time costs, initiators, organizers and participants of meetings need to remember the following rules:

Discuss at the meeting only issues that cannot be resolved on the job.

Limit the number of participants in meetings. It is directly proportional to the duration of the event. If the duration of a meeting with 5 employees is 1 hour, then with the number of participants 10 or more, it will most likely last 2 hours or more.

Prepare information materials for the meeting in advance. Calculations, analytical reports, tables, graphs, reports, photo and video materials, presentations, product samples, expert opinions must be provided by specialized specialists. But the secretary of the meeting is responsible for checking the readiness of materials. Therefore, a day or two before the event you should:

a) with the help of responsible persons who will make presentations, compile a list of all information materials;

b) receive from responsible persons materials made in in electronic format(for example, presentations, explanatory notes, etc.);

c) receive printed abstracts and texts of reports from responsible persons.

For each issue, appoint one responsible employee, even when a group of people must carry out the assignment.

Don't waste time exposing the culprits. Remember that the main purpose of every meeting is to discuss the agenda and make decisions on it.

AGENDA

This is a list of issues that are planned to be discussed at the meeting. They are determined by the chairman of the meeting. However, the secretary can also participate in this process.

Use the following guidelines when developing your agenda:

Break meeting topics that are too broad into several subtopics. If necessary, responsible persons can hold preparatory meetings for each subtopic.

For example, a meeting scheduled for the end of the month on the topic “On the implementation of planned indicators by the main production shops” should be preceded by a series of small meetings in the shops: “On the implementation of the plan by the foundry shop”, “On the implementation of the plan by the procurement workshop”, “On the implementation of the plan by the machine shop”, “On the implementation of the plan by the assembly shop.” Or a meeting on the topic “On the implementation of an ERP system in an enterprise” should be preceded by several meetings: “On the problems of implementing an ERP system in production”, “On ensuring communication between the ERP system and 1C in accounting”, “On the technical support of the ERP system and data transfer”, etc.

Place on the agenda issues of equal importance, united by a common theme.. For example, provision of transport, the procedure for delivery to the warehouse, shipment and removal finished products from the territory of the enterprise.

A wider range of interrelated problems can also be put on the agenda. For example, these may include:

Purchase of a new production line;

Technological preparation of production;

Making changes to design and technological documentation in connection with the acquisition of new equipment;

Modernization of production buildings and development of machine connections;

Logistics support for production.

At the same time, the reconstruction of the factory checkpoint or the organization of electronic payments for passes in the factory canteen is clearly not worth discussing at this meeting.

It is clear that the secretary cannot always influence the content of the agenda. The meeting is convened by the leader, who also outlines the range of issues. And if the manager includes on the agenda of one meeting the purchase of a new production line for casting production and the organization of a spring cleanup day to clean up the territory, then it may not be possible to convince him. But for your part, you can propose to bring the discussion of organizing a cleanup to another meeting, for example, combining it with the issue of painting the facade of a building or with holding celebrations on the occasion of the organization’s birthday.

Draw up an agenda only from those issues that are within the competence and area of responsibility of the meeting participants. For example, it will be useless to discuss supply issues in the absence of the head of the supply service.
Limit the number of topics and items on the agenda. There should be as many of them as can be effectively discussed and resolved within the allotted period of time. For example, in 1 hour of a meeting, you can discuss from 1 to 5 issues, depending on the scale of the topics discussed and the quality of preparation of the meeting.
Include in the agenda a report on tasks and instructions given at the last meeting, if meetings are merged common theme and composition of participants. Be prepared for the fact that, even if there is no such item on the agenda, the chairman can introduce it with his authority. Therefore, it is better to print out the list of instructions in advance - the chairman, responsible person and secretary should have it.

MEETING PARTICIPANTS

General requirements for event participants:

Competence and interest in the issues on the agenda;

A high enough position to make decisions and give instructions to subordinates based on the results of the meeting.

The composition of participants may change during the event. If there are topics on the agenda that affect all meeting participants and issues that apply only to some of them, then you should discuss them first general issues. At the end of this part of the meeting, employees not involved in further discussion can be released.

How to notify everyone

Inform all meeting participants about the date, time, location, theme of the event.

You can inform about a meeting using a phone call, SMS message, email(with notification of delivery and reading), personal inspection.

If one of the participants is not at work for various reasons ( annual leave, temporary disability, business trip, etc.), it is necessary to find out the reason for the absence and remind the employee who is replacing the absentee according to the replacement scheme that he must be present at the meeting.

It can also be helpful to put a pop-up prompt in your computer calendar such as “remind your deputy to attend the meeting.”

Information about who is notified of the meeting and when can be entered into a table (Example 1).

EXAMPLE 1

Notifying meeting participants

The meeting will take place on June 24, 2017 at 11:00 in the office of the procurement director.

Topic: Concluding contracts with suppliers for the second half of 2017.

Seating arrangement for meeting participants

Be sure to prepare a seating chart for meeting participants if the following will be present:

Higher officials (city, region, territory, republic, federation);

Owners of transnational corporations and holdings, etc.;

Representatives of partner organizations.

If possible, the secretary is assigned a seat at a separate table next to the chairman’s table (Example 2).

Example 2

Seating chart

Name cards

On the tables opposite the appropriate places, it is necessary to place name cards with the position and (or) full name. each participant. The simplest option is a sheet of paper folded into a “house” (Fig. 1)

Rice. 1. Name card for meeting participant

Badges

In especially critical cases, it is necessary to prepare badges (breast cards), on which you should indicate:

FULL NAME. participants;

Their positions;

The name of the organization that each participant represents;

The locality in which the specified organization is located.

The badge may also include:

Logo of the organization that the participant represents;

Logo (emblem) of the event (meetings, conferences, etc.).

You can use badges with a lanyard or clothespin. They are sold in stationery and office supply stores.

You can design inserts with text yourself, then print them on a printer, cut them with scissors and put them into badges (Fig. 2).

Rice. 2. In-house designed badge insert

If sufficient funds have been allocated for preparation, insert cards can be ordered from an organization that provides printing services. And for regular internal meetings, badges will not be needed at all.

DURATION OF THE MEETING

On different kinds meetings are allocated different quantities time. For example, a morning planning meeting may take about half an hour, but an interregional meeting on a specific issue may take the whole day.

The duration of the meeting should be planned in advance. All participants must know the start and end times of the event. This will help you work quickly and efficiently so you don't have to stay late.

Breaks

If the duration of the meeting exceeds an astronomical hour (60 minutes), then it is necessary to take breaks after every academic hour (45 minutes).

At particularly long events, pauses may be provided during which participants are offered snacks (sandwiches, fruits, sweets) and drinks (tea, coffee, juices, mineral water etc.).

When the level of the meeting is low, and next to the room where the meeting is taking place, there is a cooler, coffee machine and disposable tableware for office visitors, then meeting participants will be able to pour themselves coffee, tea or water.

Bottles of water and glasses can be placed in advance on the tables at which meeting participants are sitting - then they can quench their thirst not only during a break, but at any time. It is better not to put food on the tables. It will be awkward if one of the participants drops a sandwich on business papers or spills coffee.

It is better to set the table with snacks and drinks in a separate room. This is usually done by the secretary, but only if he does not take minutes. When the secretary cannot leave the room during a meeting, another employee designated as responsible for this must organize a break. Or, alternatively, the secretary prepares everything for coffee breaks before the meeting begins. As a rule, it is impossible to do without assistants at extended meetings.

Time frame

The duration of the event must be regulated. The chairman of the meeting monitors compliance with this rule.

When planning your meeting, be sure to consider the time required for each speaker to speak and each issue to be discussed.

Check with the chairman for the rules for each speech.

Schedule breaks if necessary.

Add up all the time periods on the calculator and add to the resulting amount

The chairman should be advised of how long the meeting may take. If he agrees with this figure, the regulations must be brought to the attention of all participants; if not, adjustments will have to be made and reported to the chairman again.

After agreement, the agenda with time restrictions is sent to all meeting participants (Example 3).

EXAMPLE 3

Agenda with time limits

MEETING MINUTES: 5 BASIC STEPS

Protocol document both the activities of permanent collegial bodies (commissions, committees, councils, etc.) and temporary collegial bodies - various meetings, conferences, seminars and conferences.

Highlight the following types protocols:

. Brief protocol- a document in which the full name is recorded. and positions of the meeting participants, its topic, main issues, summary reports, decisions made, a list of tasks for each responsible person. Such minutes are usually kept at operational meetings.

. Full protocol, in addition to all of the above, includes detailed records of all speeches, opinions, amendments and other nuances of the discussion. This document allows you to restore a detailed picture of the meeting.

The form of taking minutes is chosen by the chairman of the meeting or the head of the enterprise.

Texts of speeches and other materials prepared for the meeting are prepared in the form of appendices. They must be referenced in the text of the protocol.

The secretary is responsible for how accurately and completely the progress of the meeting is recorded. This responsibility cannot be underestimated, since the protocol is the only document that reflects all speeches, discussions, comments and decisions made that must be executed. During the meeting, participants may not hear something or have time to write it down. This will be easy to restore by referring to the protocol.

Step 1: preparing the workplace

To make it easier to take minutes, before the meeting begins:

. Choose your seat in the hall where the event will take place. It should be visible to all participants in person, the speeches of the chairman, speakers and “replicas from the hall” should be clearly audible (see seating chart in Example 2).

. Place on your desk a list of meeting participants indicating their full names. and positions, as well as a seating chart. Before the meeting begins, it would be a good idea to carefully study who is sitting where, and then look at the diagram as needed.

. Stock up on office supplies. Take with you 2-3 pens, 2 pencils, 2 erasers.

. Check if office equipment and other devices are working: watch, voice recorder, video camera (if available). Don't forget the power cord and spare batteries or rechargeable batteries.

Before the meeting, refresh your memory of the main points of all reports.

Step 2: recording the progress of the meeting

In addition to the materials prepared for the meeting (texts of reports, speeches, references, draft decisions, agenda, lists of participants, etc.), the minutes are compiled on the basis of sound recordings, video recordings, transcripts or rough handwritten notes that are kept during the meeting.

How to keep rough notes?

1. Prepare sheets for the draft protocol- their number depends on the size of the agenda. On the first sheet write the date of the meeting, its topic, minutes number, list of participants, agenda (Example 4).

EXAMPLE 4

Draft minutes of the meeting. Sheet No. 1

Write questions brought up for discussion on separate clean sheets, leaving enough space for entries:

Sheet No. 2: “On the status of work on concluding contracts for the supply of non-ferrous and ferrous metals.” Report by Prokhorov P.D.;

Sheet No. 3

Sheet No. 4: “On transport support for supplies.” Report by Medvedev V.Yu.;

Sheet No. 5: ... (to be filled in during the meeting);

Sheet No. 6: “On the status of settlements under concluded and executed contracts for the purchase of raw materials and supplies.” Report by Fomina K.D.;

Sheet No. 7: ... (to be filled in during the meeting);

Sheet No. 8: “On concluding agreements with Amethyst LLC on the supply of steel and alloys to ESPZ OJSC.” Suggestions from Telegin I.I.;

Sheet No. 9: ... (to be filled in during the meeting).

2. Check that all meeting participants are present. Cross out those absent in the draft protocol with a pencil - perhaps they are late. Find out the reasons for absences and delays after the meeting.

Record the arrival time of those who are late directly in the text of the protocol in brackets:

In this case, it will be known exactly who among those present and what exactly they missed during the meeting.

3. Fill in the “LISTENED” item. On the first sheet of the draft and on the sheets with the corresponding titles of the reports, consistently record your full name. and positions of speakers, topics of speeches and their summary. You only need to record basic information: dates, numbers, facts. Subsequently, compare the notes with the provided texts of speeches (thesis). If you find any discrepancies, notify the meeting chairperson.

4. Enter the item “PERFORMED”(if necessary). This item is filled in when the speakers' progress is interrupted by comments, questions and objections from other participants. In full protocol Each such remark should be recorded immediately, especially if it is accompanied by the phrase: “Please put it into the protocol.” For example:

The fact is that any statement can change the course of the meeting, and subsequently it may be necessary to highlight the moment when and why this happened.

In a short protocol

An important aspect of enterprise management is holding meetings and conferences, during which business communication is carried out. To ensure that meetings and conferences are held effectively, it is advisable for their leaders (chairmen) to follow the following recommendations. Before the meeting (meeting):

1. Prepare an agenda i.e., a list of issues that must be resolved at the meeting (meeting). These questions may relate to both the implementation

earlier decisions made, as well as to new problems that have arisen since the previous meeting (meeting).

2. Decide who should attend the meeting, and notify them in advance. As a rule, all members of the work team are present at the production meeting. Only those employees who are competent to solve the problems that have arisen are invited to the meeting.

3. Choose an appropriate place and time. Make sure the place is equipped with everything you need. Determine the time needed to discuss these issues. Please note that the ideal duration of meetings (meetings) is no more than one and a half hours. If the meeting must last longer, allow for breaks.

4. Hand out the agenda. The agenda should be in the hands of employees several days before the meeting so that they can prepare for the meeting.

5. Determine the main speaker and co-speakers in advance.

6. Pre-talk with each meeting participant to find out their position. This will help you anticipate conflict situations and plan their resolution while maintaining team cohesion.

7. The choice of room for holding a meeting is important. The room should be equipped with comfortable furniture, have normal temperature air. It is best to place meeting participants at a round table, with each of them facing everyone else. To improve communication, it is advisable to install signs with full names in front of participants, clearly visible to everyone present.

During the meeting (meeting):

1. Discuss the agenda and, if necessary, amend it to take into account new circumstances that have recently arisen.

2. Keep track of the time so that the rules are followed, since the ensuing discussion could disrupt it.

3. Ensure that meeting participants have freedom of expression, regardless of their position. It is necessary to tactfully restrain the energy of those who are accustomed to taking the initiative due to their nature, giving less active participants the opportunity to speak earlier.

4. During the discussion, take a neutral position in relation to the opinions expressed.

5. Monitor emerging conflicts and intervene if necessary. Act as a mediator to defuse the situation.

6. Check periodically to see if the group is ready to make a decision. You must not miss the moment when the group has reached an agreement and a new discussion can no longer add anything significant.

7. Adhere to the decision-making rules developed by the group. If there are disagreements, a vote must be held and a decision must be made by a majority vote.

8. Before ending the meeting, summarize the work. Find out from the group whether there is a need to meet again. It is important that people leave the meeting with a clear understanding of what the next steps should be. When a meeting ends without any decisions being reached, there can be a feeling of disappointment and frustration.

After the meeting:

1. Analyze the progress of the last meeting (meeting). It is necessary to consider whether the meeting fulfilled its tasks and whether the cohesion of the group was strengthened after it.

2. Prepare and distribute a summary of the meeting(s). Recording what was agreed upon, what issues were resolved, and what next steps should be taken should remind team members of the work they have to do.

3. Restore broken relationships through informal conversation. If there is a heated debate during a meeting, it is likely that some members of the group may have broken down and left the meeting upset or offended. Talk to them and calm them down.

4. Observe how group members cope with the tasks assigned to them. It is necessary to check whether any problems have arisen when employees perform specific tasks.

Typical disadvantages of holding meetings are:

Unjustifiably a large number of meetings;

Vague topic of the meeting;

Waste of time due to unnecessary conversations;

Unreasonably large number of participants;

Insufficient number of participants;

Lack of protocol, despite the need for it;

Insufficiently clear formulation of decisions.

§1. Meeting as a type of organization of business communication of a group

Business meeting (meeting)- oral communicative interaction of a group of people (team). This type of communication combines various genres: oratorical monologue (introductory and concluding remarks by the presenter, speeches by participants, report), conversation (exchange of information, putting forward and discussing ideas during a brainstorming session), discussion.

The effectiveness of a meeting largely depends on the talent of the organizer - on his speech skills and management abilities. Often the meeting is conducted by the manager himself.

The following main tasks of business meetings are identified:

1) Find out and analyze the state of affairs (how the plan is being accomplished, what is happening in the team...); exchange information on the issue under discussion, coordinate efforts and draw organizational conclusions. These tasks correspond to the information type of meeting.

2) Inform the team about the search for solutions to problems, about new experience and opportunities for its implementation, and convince employees of the correctness of the ongoing economic policy. To solve these problems, an explanatory meeting or briefing meeting is intended.

3) Find a collective solution to the problem, produce, collect ideas. This type of meeting is problem-based, or brainstorming.

4) Select and make constructive decisions. This is the task of the meeting - the decision-maker.

5)Give participants the necessary knowledge and improve their skills. This type is called a conference, or training meeting.

If a manager is interested in constant contact with the team, he organizes regular meetings. Depending on the frequency of holding meetings, they can also be one-time or periodic.

§2. Stages of preparing and holding a meeting

A meeting is a group communication that is managed and organized. Its success depends 90% on preparation, thinking about the structural elements of the communicative stage and subsequent assessment and self-assessment.

Pre-communicative stage	Communication stage	Post-communicative
1. Clarifying the need for a meeting.	1.Opening remarks by the chairman.	Analysis of the meeting.
2.Formulation of the topic and purpose.	2. Discussion of the problem (messages, conversation or discussion).
3.Development of the agenda, draft decisions.	3.Decision making (optional).
4.Identification and preparation of participants.	4. Final monologue of the chairman.
5. Appointment of time and place.

Preparing for a meeting begins with determining its necessity. This complex type of work is advisable to use if there are no alternatives, such as a conversation, a decision from higher management, or a combination with other meetings. After the decision to organize a collective discussion process, its topic and purpose are clarified. By isolating and grouping issues, an agenda is developed. When choosing the sequence of consideration of questions, they proceed from psychological grounds. The most “difficult” items that require extended discussion and elaboration are best placed in the second third of the meeting, when the physical and mental performance of the group reaches its peak. Current or urgent issues that do not require much time can be dealt with first, and the “easiest” items or the most interesting ones can be left at the end.

In general terms, it is necessary to prepare, perhaps by convening a commission for this purpose, a draft decision. It often takes the form of a “questionnaire”, for each item of which participants will give specific answers during the meeting.

The next step is to determine the quantitative and qualitative composition of the audience and prepare participants.

It is not at all necessary to invite the heads of all departments to every meeting. Usually those officials who are most competent on the problem under discussion are involved. It is necessary to determine whether the communicants represent a wide range of opinions or form a cohesive group with the same views. Based on the number of participants, meetings can be narrow (up to 5 people), extended (up to 20 people) and representative (over 20 people). Small groups are cohesive and highly productive, but they make it difficult to start a conversation and risk making unreliable decisions. Big ones, as a rule, make well-considered decisions based on many points of view, but it is difficult to come to a consensus, increased control is necessary, there is a danger of the emergence of groupings and pressure on “saboteurs.” The ideal number of participants for an internal business meeting is from 6 to 9. All employees should be familiarized in advance with the topic, purpose, agenda and necessary materials and documents.

The best time to hold a meeting, according to ergonomic research, is late morning (11 a.m. Wednesday or Thursday). A specific day of the week is set aside for regular meetings.

The venue is usually the office of the head of the organization. However, it is better to convene meetings in a specially equipped room. It must have good acoustics, sound insulation, ventilation, normal air temperature (+ 19 o C), and furniture that is comfortable for work. The most optimal location for participants is at arm's length from each other at a trapezoidal table.

Appropriate duration of joint mental activity large number people - 40 - 45 minutes. If the circumstances of the case require more time, then after 40 minutes a ten-minute break is announced. The rules are set at the very beginning of the meeting. Typically, the presenter's opening and closing remarks, as well as all speeches, are scheduled for 10 minutes. In the introductory speech, it is necessary to clearly and extremely specifically, briefly outline the problems discussed and once again draw the attention of those present to the ultimate goal of the meeting. To create a stimulus for discussion, you can emphasize the practical significance of the questions and set a number of specific tasks for the audience. One of the most important requirements for the meeting chairman is not to impose his position on the other participants from the very beginning. The position gives the manager’s words special weight, and those employees who hold opposing views may simply not dare to express them, so as not to contradict their superiors. We must try to take a neutral position, express our opinion in the 3rd person, or formulate it in the form of a question. It may be appropriate to start the most serious meeting with an unexpectedly interesting remark or even a joke. It is very effective if the phrase or thought with which the meeting opens is used at its conclusion. When addressing, the presenter calls the participants by name and patronymic, and, if possible, emphasizes their experience and competence on the relevant issue. The chairman must be extremely attentive not only to the essence of the speech, but also to how each of them fits into the overall structure, how it works to achieve the intended goal; Doesn't it lead to the side? The organizer follows the rules and briefly summarizes the presentations during and after consideration of each issue. This ensures that everyone present clearly understands what is being said. we're talking about that some progress has been made in the discussion. If the speaker goes beyond the scope of the question, he should be stopped diplomatically. Critical evaluation of proposals is given either immediately after the speech, or, if the brainstorming method is used, after all ideas have been expressed.

The next possible stage of the meeting is decision making. A pre-prepared draft decision is read out, and the meeting participants make their own adjustments and accept it based on the voting results. After decisions are made, the persons responsible for its execution and control are determined.

At the end of the meeting, the presenter can call on everyone to implement those plans, programs, and achieve the goals that they finally reached; briefly summarize the discussion; praise the most successful ideas and business speeches; thank everyone for their productive work.

English meeting researcher Alan Barker rightly believes that constant analysis of ongoing collective discussions leads to profit. The assessment must be objective, formulated by the whole group in a separate meeting, outside the meeting. You can invite participants to fill out the questionnaire using the so-called sliding scale for answers: (no) 1 2 3 4 5 6 (Yes):

Was a meeting necessary?

Is its purpose clear?

Was it fit for purpose?

Do you agree that the duration and timing were convenient?

Were you satisfied with the premises?

Did you receive the agenda and documents on time?

Have all agenda items been covered?

Did those present have the appropriate competence?

Did the chairman exercise proper control?

Are you satisfied with the decision-making procedure?

Analysis of the meeting can be carried out more effectively if an independent expert is involved. He will have the opportunity to impartially assess what is going well and what needs to be changed.

A novice manager can analyze collective communication independently according to the following scheme:

1.What is the type of meeting depending on the purpose?

2.Are the topic and subtopics (agenda) well formulated?

3.When are the most complex issues scheduled to be reviewed?

4.Are the location, time, number and composition of participants appropriate?

5.What does the presenter say in his opening remarks?

6.What regulations have been adopted?

7.What are the organizing speech actions of the presenter during the dialogue?

8.Does everyone present take part in the discussion?

9.What decisions have been made?

10.How did the organizer end the meeting?

11.Is the protocol drawn up correctly?

Federal Agency for Education

Magnitogorsk State University them. G.I.Nosova

Department of Psychology

Abstract on business communication

On the topic: “Business meetings and meetings”

Completed by: student of FFK group 06-1

Grebenshchikova V.I.

Checked by: Orinina L.V.

In addition to business conversations and commercial negotiations, special forms of business conversations are widespread in business practice - meetings, which are a way of open collective discussion of certain issues. The forms of such discussion are very diverse. These are congresses, conferences, symposiums, meetings, sessions, seminars. Decisions made at these events are usually more effective than those made by a narrow circle of managers.

The purpose of a business meeting is to ensure free discussion and develop common decision based on taking into account a variety of opinions.

I chose the topic “Organizing meetings” because collective discussion as a form of business conversation has many positive aspects:

First, it increases the efficiency of thinking. The Russian proverb “a mind is good, but two is better” did not arise out of nowhere; it has a deep meaning. Indeed, the uniqueness of human thinking is that it is especially effective in conditions of joint intellectual activity, since intellectual results do not add up, but are multiplied. It is known that most fruitful ideas were born through a collective exchange of thoughts.

Secondly, during the meeting the creative community of workers is strengthened, interests are included individual workers into a unified system of collective tasks, and also increases the business qualifications of its participants.

Thirdly, in joint mental work the creative potential of each of them is revealed.

Insufficiently well-prepared and poorly conducted meetings, convened on every occasion, cause great harm, as they “devour” valuable time, taking people away from their main work.

IN general view preparation for the meeting includes the following actions: determination of the topic, formation of the agenda, determination of the objectives of the meeting and its total duration, start date and time, composition of participants, approximate work schedule.

When determining the start time of a meeting, you should take into account the rhythm of work. In order not to force people to endlessly switch from one type of work to another throughout the day, it is advisable to hold meetings at the beginning or end of the working day or after a lunch break. Taking into account the total time spent (not only directly for the meeting, but also for getting ready, moving, returning and getting back into work), the beginning and end of the meeting should be planned so that there are no empty periods of time: if it ends 15 minutes before the lunch break , then these minutes can be considered lost.

It is necessary to notify meeting participants in advance about its holding and familiarize them with the agenda and all the necessary materials so that their speeches are thought out in advance.

You need to start the meeting on time and immediately agree with its participants on the rules of collaboration, for example, limiting the time of speeches or the procedure for making decisions. After which one of the participants should be assigned to keep the minutes.

Let us consider these and other issues of the general organization of business meetings and meetings in more detail.

A business meeting (meeting) is an oral communicative interaction of a group of people (team). This type of communication combines various genres: oratorical monologue (introductory and concluding remarks by the presenter, speeches by participants, report), conversation (exchange of information, putting forward and discussing ideas during a brainstorming session), discussion.

The effectiveness of a meeting largely depends on the talent of the organizer - on his speaking skills and management abilities, as well as on the right choice type of meeting and knowledge of its features.

Business meetings are:

1. According to the form:

1.1. conferences

1.2. meetings

1.3. meetings

1.4. seminars, symposiums

2. According to the form of the meeting by the leader:

2.1. dictatorial

2.2. autocratic

2.3. aggregative - first a report, a debate, where only those persons participate

which were appointed by the director.

2.4. discussion

2.5. free

3. By belonging to the sphere of public life:

3.1. party

3.2. trade union

3.3. business (administrative)

3.4. scientific

3.5. united

4. By scale:

4.1. international

4.2. All-Russian

4.3. republican

4.4. industry

4.5. regional

4.6. regional

4.7. urban

4.8. district

4.9. internal

5. At the venue:

5.1. local

5.2. visiting

6. By frequency:

6.1. regular

6.2. permanent

6.3. one-time

6.4. periodic

7. By the number of participants:

7.1. in a narrow group (up to 5 people)

7.2. in an expanded composition (up to 20 people)

7.3. representative (more than 20 people)

8. Regarding the stability of the participants:

8.1. with fixed composition

8.2. with guest cast

8.3. with a specific list for the meeting

8.4. combined

9. On the subject of questions:

9.1 administrative

9.2 technical

9.3 personnel

9.4 financial

9.5 technological

10. By task:

10.1 problematic

10.2 instructive

10.3 operational

11. By purpose:

11.1 making decisions

11.2 clarifying tasks

11.3 summary

One of the main tasks of the leader of a business meeting is to attract as many facts as possible in order to more fully assess the complexity of the problem being discussed, as well as to involve those present in the process of solving the problem. Of course, the presenter must have his own point of view on the current situation, but it is also necessary to know the point of view of others in order to understand whether they are right or wrong in their understanding of the problem. If someone else's point of view is correct, the meeting leader may change his or her view of the situation. If colleagues are wrong or are missing something important, he can provide the missing facts. The right questions are a great tool for steering a meeting in the right direction.

The effectiveness of a meeting largely depends on the talent of the organizer - on his speech skills and management abilities. Often the meeting is conducted by the manager himself.

The following main tasks of business meetings are identified:

2) Inform the team about the search for solutions to problems, about new experience and the possibilities of its implementation, and convince employees of the correctness of the ongoing economic policy. To solve these problems, an explanatory meeting or briefing meeting is intended.

3) Find a collective solution to the problem, produce, collect ideas. This type of meeting is problem-based, or brainstorming.

4) Select and make constructive decisions. This is the task of the meeting - the decision-maker.

5) Give participants the necessary knowledge and improve their skills. This type is called a conference, or training meeting.

If a manager is interested in constant contact with the team, he organizes regular meetings. Depending on the frequency of holding meetings, they can also be one-time or periodic.

If one of the meeting participants feels an irresistible urge to argue, the leader should, while maintaining equanimity, allow the group to refute the arguer's statements. Overly talkative disputants must be tactfully interrupted without listening to their speech to the end; as a rule, there is little benefit from such speeches. If you have to deal with a negativist (that is, a person who likes to contradict), you need to recognize and appreciate his knowledge and experience. Shy participants are encouraged to ask simple questions to strengthen their confidence in their abilities. If a disputant continually asks questions instead of making suggestions, his questions should be addressed to the group.

To business meeting was fruitful, the presiding officer must master the technique of conducting discussions. First of all, we must strive to conduct a group discussion in a civilized manner. This presupposes the presence of delicacy in the relations of the disputants and, therefore, excludes the use of such means of arguing one’s point of view as ridicule, interrupting opponents, and sharp attacks against them. Particular care must be taken to ensure that the business dispute between the participants is definite and has time boundaries, as well as to avoid personal clashes. The terminology of the dispute should be clear to everyone present.

When preparing for a discussion, you should draw up at least the most general plan for the struggle for the truth, and select the most weighty arguments. Particularly impressive are the accurate digital data, which cannot be refuted.

A meeting is a way of collective exchange of business information with the adoption (communication) of specific decisions. The meeting is usually organized by management to inform the workforce.

Conducting a meeting. Conflicts in meetings

The generally accepted methods of communication with subordinates and at the same time forms of organizing the work of a manager are production meetings and meetings.

Meetings and conferences are a way of collective exchange of business information under the leadership of a boss with the adoption of specific decisions.

The following types of meetings and meetings are distinguished by purpose:

Introductory (presentation of new projects, advanced training);

Informational (summarizing information, studying points of view);

· explanatory (convincing employees of something);

· problematic (collective search for a solution to the issue);

· instructive (bringing to the attention of the necessary information and explanation of the method of action);

Operational (“operative”) (obtaining current information about the state of affairs and identifying “bottlenecks”);

Planning meeting (setting tasks and plans for the next short period of time)

Coordination (ensuring interaction

divisions);

Final (summarizing results for a period of time or production cycle);

Solemnity (ceremonial summing up,

important dates or events for the company, rewarding the best employees);

“meeting of the Labor collective” (for all other

meetings are also collected labor collective, but this name emphasizes that at the meeting some important issues are discussed, more for the work collective than for management - working conditions, preparations for

holidays, some other informal topics not directly related to production; from the same series - the trade union meeting).

The terms “meeting” and “meeting” are often perceived as synonymous. However, strictly speaking, a meeting and a conference differ both in purpose and in methods of conduct.

necessary specialists and listens to their opinions (organizes a discussion) to make decisions. Typically, meetings are held with the participation of the manager, heads of departments, leading specialists - that is, those whose opinion is significant and can influence the adoption

So, the task of the meeting is to inform the workforce, the task of the meeting is to develop a joint

solution in a narrower circle of those involved in the problem

specialists. The difference between these formats business communication easy to understand through etymology analysis

(origin) of their names: they gather for a meeting for

for any purpose, they gather for a meeting to confer. Every meeting is a meeting, but not every Meeting is a meeting. A meeting usually involves a narrower format, so next we will consider the basic principles of organizing and conducting a meeting in order to cover a wider range of aspects.

Preparing the meeting begins with setting a goal, defining a topic, agenda and composition of participants.

The effectiveness of a meeting is largely determined

time and place of its holding, as well as its composition

participants. You should be invited to the meeting minimal amount people - only those without whom it will be ineffective. (Sometimes it is wise to dismiss before the end of the meeting those workers whose presence is no longer necessary.)

The basis for a successful meeting is a well-structured agenda. It is usually communicated to meeting participants well in advance so that they already know what issues will be discussed at the meeting and can prepare. In any case, the agenda must be announced at the very beginning of the meeting.

The agenda is often completed as a separate document. This document is both

announcement of a meeting, and an order ordering a meeting to be held on such and such a topic with

such and such questions and such and such participants. Therefore, it makes sense to post it on the order board.

The meeting agenda must contain:

· title (topic) of the meeting;

information about the place, time and duration of the meeting; .

· information about the meeting participants (who should attend);

·list of questions for discussion (if necessary, with the names of speakers);

Rules – distribution of time on agenda items. If the status of the meeting is insignificant, it is enough to indicate in the agenda the topic, time and place, list of issues, and

Some meetings do not require a detailed agenda. For example, for a small meeting sometimes

it is enough to verbally announce the place and time, the composition of participants and

topic. The list of issues to be discussed will be developed at the meeting itself.

Start of the meeting. The meeting is always led by one person -

The presiding officer is most often the leader himself. In the very first, initial phase of the meeting, the chairman, first of all, brings to the attention of the main procedural issues: the topic and purpose of the meeting, the content of the agenda, the rules.

Conducting a meeting for a manager, it is always divided into two parallel lines: maintaining the procedure and maintaining the content.

Conducting a meeting

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