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Why meet?
Meetings are held in all types of
businesses
Meetings are a great tool in communication process.
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Meetings are held
for variety of purposes:
To co-ordinate or
arrange activities
To give information to a group of
people
To report on some activity or experience
To put forward ideas or grievances for discussion
To create involvement and interest
To obtain assistance
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Types of Meetings:
Formal Meetings
Have set rules
and guidelines. Formal record of them must be kept.
A clear agenda is a must.
Annual General Meeting. They are held to review company performance and all shareholders are invited. Participants must be given an advance notice.
Statutory Meeting. Required by law. Directors and shareholders meet to consider reports.
Board Meetings. They are held more often, as needed.
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Types of Meetings:
Informal Meetings
They are not bound by
regulations as formal meetings. An agenda will be a
plus, but not required.
Management Meeting. Attended by managers of various departments. For instance, they may come together to discuss launch of a new product.
Departmental Meetings. All personnel of a certain department is invited. Good for information sharing and/or obtaining feedback.
Working Parties (Work Groups). They are set up to handle a particular problem or task. Progress reports are shared and further actions are specified.
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Why Meetings Fail?
Managers spend about 60% of their
time in meetings.
If held effectively, meetings contribute greatly to
efficiency of organizations. Unfortunately, in many organizations meetings boil down to “killing time”.
Energy, time, and resources are wasted. Bunch of formal statements are made.
Such meetings are not managed well
and/or participants are not sure of
their roles.
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Attending Meetings
Try to understand the meeting’s purpose
and your role in it.
Do your homework. Prepare for
meetings. Read all necessary information in advance. Talk to people who will be presenting. Get others’ feedback on important topics.
Take active part in the meeting. Participate when appropriate. Don’t be the one who later says “I should have…”
Give everyone a chance to speak up. Do not interrupt. Try to lay out your disagreement in a constructive way.
Listen to others carefully.
Take brief notes.
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Roles
Our role in meetings is a set of
behaviors expected of us by the group. Try to
relate to the following nine roles:
Chair/Coordinator
Shaper/Team Leader
Innovator/ Creative Thinker
Monitor-evaluator/Critical Thinker
Worker/Implementer
Team builder
Finisher/Detail-checker and pusher
Research investigator/Researcher outside the team
Expert
(Meredith Belbin’s Categorization of Group Roles, taken from “How to Manage Meetings”, 2002.)
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Successful Team
Will contain a balance of all nine
roles.
Several people may share the same role or one
person may perform several roles.
Try to pick the role which fits you best.
Do not pretend. Be open.
Observe your meetings to see unfilled gaps.
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Committed Members
Devote time and energy to team
Support final
decision
Perform needed functions
Necessary for effective team participation . .
.
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Group Task Functions
Initiate
Give information
Seek information
Give opinion
Seek opinion
Elaborate
Energize
Review
Record
Include the
following functions . . .
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Group Maintenance Functions
Encourage
Harmonize
Relieve tension
Gatekeep
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Nonfunctional Behaviors
Blocking
Aggression
Storytelling
Recognition seeking
Dominating
Confessing
Special-interest pleading
Distracting
Withdrawing
Cause unproductive conflict in groups
. . .
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Handling Nonfunctional People
Plan opening remarks carefully
Seat nonfunctional person
next to leader
Avoid direct eye contact
Assign nonfunctional member tasks
Ask
members to speak in order
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Nonfunctional People (con’t)
Break in
Place talkative member between quiet
members
Encourage withdrawers
Give praise and encouragement
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Member Skills
Active Listening
Open-mindedness
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Communication skills for group members
include . . .
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Leadership Defined:
Leadership is the use of power to
promote the goal accomplishment and maintenance of the group.
- D. W. Johnson
(Hamilton, p.238)
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Leadership in Meetings
The best soldier is not soldierly
The
best fighter is not ferocious
The best conqueror does not
take part in the war
The best employer of men keeps himself below them
This is called the virtue of not contending
This is called the ability of using people
- Lao-tsu, the writer of the Tao Te Ching, more than 2000 years ago
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Trait Theory of Leadership
Do you believe that some
people are “born leaders”?
Basically, that’s what this theory suggests
at the extreme.
However, research on leadership does not fully support the trait theory.
Most experts believe that good leaders are not born, they are trained. So this is a moderate version of the trait theory.
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Trait Theory of Leadership
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Successful leaders are more
likely to be . . .
Ambitious
Trustworthy
Motivated
Self-confident
Knowledgeable
Creative
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Leader Responsibilities
Inform members of meetings
Select place for meeting
Check
that everything needed is in place
Welcome people as they
arrive
Start and end meeting on time
Preview and stick to agenda
Make sure recorder is present
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Leader Responsibilities (con’t)
Encourage discussion
Ask questions skillfully
See to task
and maintenance functions
Listen carefully
Summarize
Thank participants and audience
Make sure results
are passed on
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Awareness Check
Leadership Trait Questionnaire . . .
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Function Theory of Leadership
“There are certain functions that
must be performed if a group is to be
successful. Any time you perform a task or maintenance function, you are the leader for that period of time.”
Imagine your boss gave you a task of organizing and chairing the next week’s departmental meeting. According to the trait theory, you have no chances of becoming a leader in a week.
But in the Function Theory
You are a leader while
performing any of the functions.
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Awareness Check
Leadership Function Questionnaire . . .
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Three-Dimension Theory
To be a good leader, you should
be aware of your leadership style (the way you
handle yourself and others in a group).
Autocratic leadership style (more common in Uzb.)
Democratic leadership style
Laissez-faire leadership style
(good only for experts)
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Situational Contingency Theory
Situation dictates leadership style
Leadership depends on:
Power
Task
Relationship
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Image
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Situational Contingency Theory states that…
Autocratic Leadership Style works
best when:
Group agreement is not required for implementation
The group
is very large
Time for a decision is short
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Situational Contingency Theory states that…
Democratic Leadership is best
when:
Greater employee satisfaction is needed.
Group commitment is needed for
implementation
Tasks are complicated and require lengthy discussion.
Increased productivity is needed.
Reduced resistance to change is sought.
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Situational Leadership Theory
Definition: “A good leader is flexible
and can change styles when needed .”
Hersey and Blanchard
described four leadership styles whose selection depends on the ability and willingness of subordinates to carry out a particular task.
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Situational Leadership Theory
Delegating style. Employees make and implement
decisions on their own. This style works best when
employees are both willing and able to do the job.
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Situational Leadership Theory
Participating Style. Employees and leader share
in decision making. This style works best when employees
have the ability but require encouragement.
Telling Style. Employees receive detailed instructions with close supervision. It works best when employees are able but lack the knowledge needed to do the job.