D1.HGE.CL7.08 D1.HGA.CL6.05 Trainee Manual · 2015. 12. 23. · D1.HGE.CL7.08 D1.HGA.CL6.05 Nominal...

Plan, manage and conduct meetings

D1.HGE.CL7.08

D1.HGA.CL6.05

Trainee Manual

Plan, manage and

conduct meetings

D1.HGE.CL7.08

D1.HGA.CL6.05

Trainee Manual

Project Base

William Angliss Institute of TAFE 555 La Trobe Street Melbourne 3000 Victoria Telephone: (03) 9606 2111 Facsimile: (03) 9670 1330

Acknowledgements

Project Director: Wayne Crosbie Chief Writer: Alan Hickman Subject Writer: Nick Hyland Project Manager: Alan Maguire Editor: Jim Irwin DTP/Production: Daniel Chee, Mai Vu, Jirayu Thangcharoensamut

The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member States of the Association are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Viet Nam.

The ASEAN Secretariat is based in Jakarta, Indonesia.

General Information on ASEAN appears online at the ASEAN Website: www.asean.org.

All text is produced by William Angliss Institute of TAFE for the ASEAN Project on “Toolbox Development for Priority Tourism Labour Division”.

This publication is supported by Australian Aid through the ASEAN-Australia Development Cooperation Program Phase II (AADCP II).

Copyright: Association of Southeast Asian Nations (ASEAN) 2012.

All rights reserved.

Disclaimer

Every effort has been made to ensure that this publication is free from errors or omissions. However, you should conduct your own enquiries and seek professional advice before relying on any fact, statement or matter contained in this book. ASEAN Secretariat and William Angliss Institute of TAFE are not responsible for any injury, loss or damage as a result of material included or omitted from this course. Information in this module is current at the time of publication. Time of publication is indicated in the date stamp at the bottom of each page.

Some images appearing in this resource have been purchased from various stock photography suppliers and other third party copyright owners and as such are non-transferable and non-exclusive.

Additional images have been sourced from Flickr and are used under:

http://creativecommons.org/licenses/by/2.0/deed.en

http://www.sxc.hu/

File name: TM_Plan_manage_conduct_meetings_310812.docx

http://www.asean.org/

http://creativecommons.org/licenses/by/2.0/deed.en

© ASEAN 2012 Trainee Manual


Table of contents

Introduction to trainee manual ........................................................................................... 1

Unit descriptor................................................................................................................... 3

Assessment matrix ........................................................................................................... 5

Glossary ........................................................................................................................... 7

Element 1: Plan and prepare for meetings ........................................................................ 9

Element 2: Conduct meetings ......................................................................................... 27

Element 3: Debrief and follow up meetings ..................................................................... 45

Presentation of written work ............................................................................................ 53

Recommended reading ................................................................................................... 55

Trainee evaluation sheet ................................................................................................. 57

Introduction to trainee manual


Plan, manage and conduct meetings 1


To the Trainee

Congratulations on joining this course. This Trainee Manual is one part of a „toolbox‟ which is a resource provided to trainees, trainers and assessors to help you become competent in various areas of your work.

The „toolbox‟ consists of three elements:

A Trainee Manual for you to read and study at home or in class

A Trainer Guide with Power Point slides to help your Trainer explain the content of the training material and provide class activities to help with practice

An Assessment Manual which provides your Assessor with oral and written questions and other assessment tasks to establish whether or not you have achieved competency.

The first thing you may notice is that this training program and the information you find in the Trainee Manual seems different to the textbooks you have used previously. This is because the method of instruction and examination is different. The method used is called Competency based training (CBT) and Competency based assessment (CBA). CBT and CBA is the training and assessment system chosen by ASEAN (Association of South-East Asian Nations) to train people to work in the tourism and hospitality industry throughout all the ASEAN member states.

What is the CBT and CBA system and why has it been adopted by ASEAN?

CBT is a way of training that concentrates on what a worker can do or is required to do at work. The aim is of the training is to enable trainees to perform tasks and duties at a standard expected by employers. CBT seeks to develop the skills, knowledge and attitudes (or recognise the ones the trainee already possesses) to achieve the required competency standard. ASEAN has adopted the CBT/CBA training system as it is able to produce the type of worker that industry is looking for and this therefore increases trainees chances of obtaining employment.

CBA involves collecting evidence and making a judgement of the extent to which a worker can perform his/her duties at the required competency standard. Where a trainee can already demonstrate a degree of competency, either due to prior training or work experience, a process of „Recognition of Prior Learning‟ (RPL) is available to trainees to recognise this. Please speak to your trainer about RPL if you think this applies to you.

What is a competency standard?

Competency standards are descriptions of the skills and knowledge required to perform a task or activity at the level of a required standard.

242 competency standards for the tourism and hospitality industries throughout the ASEAN region have been developed to cover all the knowledge, skills and attitudes required to work in the following occupational areas:

Housekeeping

Food Production

Food and Beverage Service


2


Front Office

Travel Agencies

Tour Operations.

All of these competency standards are available for you to look at. In fact you will find a summary of each one at the beginning of each Trainee Manual under the heading „Unit Descriptor‟. The unit descriptor describes the content of the unit you will be studying in the Trainee Manual and provides a table of contents which are divided up into „Elements‟ and „Performance Criteria”. An element is a description of one aspect of what has to be achieved in the workplace. The „Performance Criteria‟ below each element details the level of performance that needs to be demonstrated to be declared competent.

There are other components of the competency standard:

Unit Title: statement about what is to be done in the workplace

Unit Number: unique number identifying the particular competency

Nominal hours: number of classroom or practical hours usually needed to complete the competency. We call them „nominal‟ hours because they can vary e.g. sometimes it will take an individual less time to complete a unit of competency because he/she has prior knowledge or work experience in that area.

The final heading you will see before you start reading the Trainee Manual is the „Assessment Matrix‟. Competency based assessment requires trainees to be assessed in at least 2 – 3 different ways, one of which must be practical. This section outlines three ways assessment can be carried out and includes work projects, written questions and oral questions. The matrix is designed to show you which performance criteria will be assessed and how they will be assessed. Your trainer and/or assessor may also use other assessment methods including „Observation Checklist‟ and „Third Party Statement‟. An observation checklist is a way of recording how you perform at work and a third party statement is a statement by a supervisor or employer about the degree of competence they believe you have achieved. This can be based on observing your workplace performance, inspecting your work or gaining feedback from fellow workers.

Your trainer and/or assessor may use other methods to assess you such as:

Journals

Oral presentations

Role plays

Log books

Group projects

Practical demonstrations.

Remember your trainer is there to help you succeed and become competent. Please feel free to ask him or her for more explanation of what you have just read and of what is expected from you and best wishes for your future studies and future career in tourism and hospitality.

Unit descriptor



Unit descriptor


This unit deals with the skills and knowledge required to Plan, manage and conduct meetings in a range of settings within the hotel and travel industries workplace context.

Unit Code:

D1.HGE.CL7.08 D1.HGA.CL6.05

Nominal Hours:

30 hours

Element 1: Plan and prepare for meetings

Performance Criteria

1.1 Identify the need for meetings and who should attend

1.2 Decide on the style of the meeting and level of formality required according to meeting purpose, occasion, nature of participants and enterprise procedures

1.3 Make arrangements for the meeting in accordance with organisational requirements and within designated timelines

1.4 Develop an agenda in accordance with the purpose of the meeting

1.5 Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and within appropriate timeframes

Element 2: Conduct meetings


2.1 Chair meetings in accordance with enterprise procedures and meeting protocols

2.2 Encourage open and constructive communication

2.3 Reach agreement with meeting participants on meeting goals and conduct

2.4 Present information and ideas clearly and concisely

2.5 Give all participants the opportunity to contribute

2.6 Manage meetings to maintain focus on agreed goals

2.7 Conduct meetings within agreed times, or adjust times with the agreement of participants

2.8 Record the minutes of meetings accurately, where appropriate

Unit descriptor

4


Element 3: Debrief and follow up meetings


3.1 Process and distribute documentation from meetings

3.2 Inform colleagues regarding the outcomes of meetings

3.3 Incorporate work resulting from meetings into the current work schedule with tasks and actions prioritized, as appropriate

Assessment matrix



Assessment matrix

Showing mapping of Performance Criteria against Work Projects, Written

Questions and Oral Questions

Work

Projects

Written

Questions

Oral

Questions


1.1 Identify the need for meetings and who should attend

1.1 1,2 1

1.2 Decide on the style of the meeting and level of formality required according to meeting purpose, occasion, nature of participants and enterprise procedures

1.2 3,4 2

1.3 Make arrangements for the meeting in accordance with organisational requirements and within designated timelines

1.3 5,6 3

1.4 Develop an agenda in accordance with the purpose of the meeting

1.4 7,8 4

1.5 Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and within appropriate timeframes

1.5 9,10 5


2.1 Chair meetings in accordance with enterprise procedures and meeting protocols

2.1 11,12 6

2.2 Encourage open and constructive communication

2.2 13,14 7

2.3 Reach agreement with meeting participants on meeting goals and conduct

2.3 15,16 8

2.4 Present information and ideas clearly and concisely

2.4 17,18 9

2.5 Give all participants the opportunity to contribute

2.5 19,20 10

2.6 Manage meetings to maintain focus on agreed goals

2.6 21,22 11

2.7 Conduct meetings within agreed times, or adjust times with the agreement of participants

2.7 23,24 12

2.8 Record the minutes of meetings accurately, where appropriate

2.8 25 13

Assessment matrix

6


Work

Projects

Written

Questions

Oral

Questions


3.1 Process and distribute documentation from meetings

3.1 26 14

3.2 Inform colleagues regarding the outcomes of meetings

3.2 27,28 15

3.3 Incorporate work resulting from meetings into the current work schedule with tasks and actions prioritized, as appropriate

3.3 29,30 16

Glossary



Glossary

Term Explanation

Agenda A list, plan, outline, or the like, of things to be done, matters to be acted or voted upon

AV Audio Visual equipment

Catering Provision of food and beverage

Chairperson The person responsible for conducting and managing a meeting

Colleagues A fellow worker or member of a staff, department, profession

Conference A meeting for consultation or discussion:

Constructive communication Honest and accurate comments, void of emotion, used as a basis for operational improvement

Documentation Any form of information, whether in hard copy or electronic format

Feedback A reaction or response to a particular process or activity: evaluative information derived from such a reaction or response

Formal Observant of conventional requirements of behaviour, procedure

Ground rules Standard rules influencing conduct and actions

Implement To put into effect according to or by means of a definite plan or procedure

Informal Without rules or formality

Media The means of communication, as radio and television, newspapers, and magazines, that reach or influence people widely

Meeting An assembly or conference of persons for a specific purpose

Monitor Watch closely for purposes of control, surveillance; keep track of; check continually

Minutes A written record of verbal discussion in a meeting

Glossary

8


Term Explanation

Participant A person at a meeting

Stationery Writing materials, such as pens, pencils, paper, and envelopes

Time management The principle of using time in an effective manner




Element 1:

Plan and prepare for meetings

1.1 Identify the need for meetings and who

should attend

Introduction

The term meeting refers to „a bringing together‟. In business terms this generally means bringing together different people with the common goal of reaching some type of objective or outcome.

Most businesses will have meetings, using a range of meeting types and styles.

Regardless of the meeting, it is important that every meeting has a purpose and provides value. It is not productive to have meetings for the sake of having a meeting, if there is no need for it.

Traditionally meetings take place using direct face to face communication; however with a wider range of communication technology becoming available every day, meetings can take between people who are physically located in all corners of the world.

Characteristics of meetings

Regardless of the type and style of meeting or where the meeting participants are physically located all meetings will generally have similar characteristics.

In essence meetings are planned events, with some form of structure and purpose are designed to:

Get people together

Get alignment towards a specific range of topics

Provide information

Brainstorm ideas

Exchange ideas and thoughts

Understand the topics discussed

Reach confirmation and agreement

Assign accountability and actions

Decide on further action or strategy.


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Identify need for meetings

As mentioned, every meeting must have a purpose. There must be a reason to get people together.

The purpose of a meeting must be clear for all participants. Nobody wants to come along to a meeting and give up his or her time when they are not sure what the out-come is going to be.

Prior to the meeting a number of issues need to be clarified.

These are just basic common sense questions that need to be answered.

Is the meeting necessary or can you solve the problem with a couple of quick phone calls?

Can these issues be discussed at another meeting? In other words do the issues really warrant a separate meeting?

Do you need to access other people‟s information or do you have enough informa-tion to solve the problem alone?

Generally a meeting has a two-fold purpose. Apart from aiming to solve and deal with an emerging issue, meetings generally aim to be informative and consequently use the opportunity to inform members about changes or new information that may affect them.

They aim to:

Inform people and share information about new issues or developments

Access new information and exchange information between participants at the meeting

Make decisions by using those present to brainstorm ideas and offer solutions

Review and monitor existing programs or project manage new ones.

Intention of meetings

The intention of meetings will normally be dictated by the outcome to be reached including:

Problem-Solving Meetings – these meetings are designed to discuss and find solutions to existing or potential problems

Decision-Making Meetings – these meetings are designed to get key persons to discuss a scenario, including their pro‟s and con‟s and to reach a suitable solution

Planning Meetings – these meetings are focused on future events and are normally focused on developing strategies for implementation

Feedback or Follows-Up Meetings – these meetings are mainly designed to communicate and discuss facts or events that take place during the normal course of a business. It also involves following up on situations previously discussed

Combination Meetings – these meetings use a combination of the above. Most meetings generally will involve a range of information sharing, discussion and reaching decisions.




Key roles in meetings

Meetings held on a regular basis are usually attended by the same group of people who cumulatively are responsible for deciding certain outcomes. In order to achieve those outcomes in an orderly and fair manner, certain positions or roles are assigned to certain participants.

Key roles are generally:

1. Chairperson

2. Secretary

3. Treasurer

Study the following information about each person‟s responsibilities in accordance with their role.

Chairperson

It is the chairperson‟s responsibility to ensure the meeting‟s purpose is achieved. There are two ways the Chairperson can attain their position, they can either be elected or they can be appointed. Quite often, on small boards or committees, the person is elected, often because no one else wants the job.

On larger more formal boards the Chairperson may be nominated based on their expertise.

Some of their key responsibilities include:

They liaise with the secretary regarding the next agenda and contribute to its final copy

They ensure that the minimum number of people are present so that the meeting can take place (this is known as a quorum)

They open the meeting by welcoming participants

They make sure someone (normally the secretary) is taking the minutes

Attempt to move the meeting along at a timely and orderly pace. They do this by following certain protocol guidelines that may include ensuring that:

Speakers direct questions to them

Only one person speaks at a time

Speakers only speak once on a motion

Speakers remain focused on the topic of discussion

Motions are properly moved and seconded and that this is recorded by the minute taker

They remain objective and not allow someone to step outside of the guidelines or not address the issue in question

They set the date, place and time for the next meeting.


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Secretary

The secretary‟s position is integral to the efficient functioning of a meeting. Their duties are numerous and their tasks can be broken down into before, during and after the meeting.

Prior to the meeting taking place, they will be responsible for:

Drawing up the agenda and sending out notices of meetings

Preparing items and organising correspondence

Ensuring there is enough seating.

During the meeting, they will be responsible for:

Taking a record of who is present, absent and reading out apologies for those absent

Reading out the minutes from the previous meetings and any correspondence as a result of previous minutes

Taking notes and minutes

Actioning incoming and outgoing correspondence by reading it out to those in attendance.

After the meeting, they will be responsible for:

Writing up the minutes from the meeting notes

Following up on any correspondence

Completing any tasks given from the meeting

Preparing for the next meeting.

Treasurer

A treasurer is in charge of ensuring the finances of the organisation are kept in order. They must ensure bills are paid and income is deposited into the bank. They are also expected to report to the meeting on issues of finance. They will be expected to be able to provide participants with an up-to-date position on the committee‟s financial position.

Participants of meetings

When conducting meetings, it is vital that only persons who have a vested interest in the topics for discussion are included. All staff members in any business are normally very busy and don‟t want to waste time attending meetings that serve no purpose to them.

When deciding on the people who are to be invited to a meeting there are a number of questions that must be answered.

Is this person required to play an active role in the meeting – speak, share information or make a presentation?

Are the meeting topics relevant to the person?

Does the person need to be actually at the meeting to receive the information or can it be delivered to them in another format?




1.2 Decide on the style of the meeting and level

of formality required according to meeting

purpose, occasion, nature of participants

and enterprise procedures

Introduction

Having a meeting for the sake of having a meeting is not productive. When planning a meeting, there are many aspects to consider to ensure the right type of meeting is arranged to reflect the requirements of the meeting.

There are many types of meetings, each designed to meet the requirements of the:

Persons attending the meeting

Availability of participants

Location of the meeting

Time frame and budget

Information being presented

Formality of the meeting.

Types of meetings

There are many types of meetings, normally dependent on who the participants are. Some different types of meetings include:

Quick business meetings – short meetings to share or clarify information, prepare and co-ordinate events, anticipate needs or answer questions

“Stand-up” meetings – these meetings require people to remain standing to keep them short and concise. They are used to make announcements, clarify points, run through and explain events or activities

Business meetings – normally with colleagues and managers, however can be with customers, suppliers and members of the community

Staff meetings – common type of meeting conducted with other staff to discuss upcoming or past events, operational issues or share new information

Management Team meetings – these meetings are normally between departmental managers and are aimed at solving problems, discussing information and results of mutual need, to make decisions and allocate responsibility for action

Interdepartmental meetings - to get input from others, discuss and interpret decisions, share information and communicate facts

Coordinating meetings –discusses all aspects of an event or activity

Board meetings – high level meeting involving senior executives and directors to report results, set policies and directions and to set strategy for the future


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Team building meetings – aimed at bringing people of a team „together‟ and „understanding each other‟. This involves communicating together, sharing thoughts and ideas, discussing problems and reaching mutually agreeable solutions. It is aimed to build and strengthen relationships within the group

Project Team meetings – based on a specific project and aimed at discussing the various aspects of the project including tasks, schedules, responsibilities, results and problems that exist

Creative product development meetings – to generate new ideas and concepts towards new products, brands, markets or operations

Community meetings – involves members or businesses within the local community. The aim is to provide information, explain reasoning, generate understanding, get feedback and build relationships

Conferences and Retreats – these team building or reward meetings are used to set new directions, undertake business planning and to motivate participants.

Style of meetings

The style of a meeting normally refers to the location or layout of a meeting. It is aimed around the level of interaction and passing of information within the meeting.

Meeting styles will normally include:

Round table – where ideas and views are shared

Lecture – where one presentation is given with no feedback required

Seminar - incorporating several presentations to a small audience, again with limited or no feedback

Conference – where small to medium numbers of participants are involved and ideas are shared, at times collectively, in small groups or independently of each other

Congress – large meeting over several days with many participants

Exhibition or trade show with manned stands and demonstrations being visited by passers-by. Seminars may also be included

Workshop – smaller groups with interactive discussion and planning)

Training course – for the purpose of training involving sharing of information and/or practical skills

Promotional event – to promote a brand, product or service

Telephone conference call – where people are included in meetings via the telephone

Video conference– where people are included in meetings via video.




Frequency of meetings

Since a meeting can be held once or often, the meeting organizer has to determine the repetition and frequency of occurrence of the meeting.

Frequency of meetings, normally comprise of:

A one-time meeting – where meetings are self contained and not reliant on other meetings. It focuses on one piece of information, event or action

A recurring meeting - is a meeting that takes place at a scheduled time and place. These normally include staff briefings or management meetings

A series meeting - is like a recurring meeting, but the details differ from meeting to meeting.

Formality of meetings

The type and style of event will normally dictate how formal meetings will be.

Most meetings will normally have a mix of formal and informal aspects to them. They will normally be formal in terms of having a structure, however informal in how topics will be discussed. Normally the more frequent the meeting and involvement of line staff will indicate a less formal approach, whereas executive meetings will normally be more formal.

Formality of meetings will normally dictate:

Attire to be worn at the meeting

The structure of the meeting

Style of presentations and information to be given

Conduct

Budget and planning

Catering.

How formal and informal meetings will be conducted will be explained in a later section within the manual.

Organisational requirements

Each business will have their own policies and procedures in relation to:

When meetings are scheduled

Who is required to attend

The style and format

The required action of participants

Confidentiality of information.


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1.3 Make arrangements for the meeting in

accordance with organisational requirements

and within designated timelines

Introduction

Once the type, style and formality of meeting has been identified, the arrangements must be made to ensure the meeting is conducted in a professional and effective manner.

The aim of arranging meetings is to enable all participants within the meeting to be able to undertake their role, be it speaking, making a presentation or participating in discussions, in a manner that is streamlined, with all necessary tools at their immediate disposal.

Arrange activities

Identify meeting leader or organiser

There is normally a specific person who has asked for the meeting to be prepared. It is vital to talk to that person to gain an understanding of how they would like the meeting to be prepared and what resources they need.

Identify date, time and location

It is vital to get this information before major arrangement can commence.

Book meeting facility

Once the date, time and location have been determined, it is important to book or reserve the venue in adequate time. Meetings may be held in an office, a boardroom or conference room within the hotel or at an external venue.

Identify budget

An important task when making arrangements is to identify the meeting budget. The budget will dictate the framework and expected inclusions for the meeting.

Prepare information & agenda

It may be your task to actually prepare the agenda or to forward it, along with invitations (where applicable) to expected participants. Along with the agenda, participants may be given background notes or an informational kit to help prepare them for the meeting.

Informational kits are extremely helpful for attendees who are from a different city, state or country.

The information may also include helpful tips, facts and suggestions in terms of:

Accommodation options

Transportation arrangements or options




Background information on city or country

Weather information

Direction to the venue

Event schedule

Names of participants

Background information on the company or topics for discussion

Dietary requirements.

Notify people

You may be required to notify a range of people that a meeting is scheduled. This includes:

Organisers

Catering staff

Participants

Suppliers

Meeting room co-coordinator

Media.

Arrange venue layout

Once you have access to the venue, it is important to arrange it in a manner that reflects the type of meeting to be conducted.

Layout aspects to be arranged include:

Tables & Chairs – for speakers and participants

Surrounding furniture – including catering tables, chairs, coat racks, luggage storage

Stage – including lectern

Signage – to be displayed in the room itself, in front of the meeting room and the entrance of the building, including suitable directions

Aesthetics – Flowers, plants, music lighting and temperature.

Arrange Equipment

The type of equipment required in a meeting may include:

Computers, printers and scanners

Photocopiers

Telephones including teleconference equipment

Video conference equipment

Data Projector and screen


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Speakers

Internet connection or „wifi‟

Microphone (cordless or fixed), stand and speakers

Whiteboards and electronic whiteboards

Flip carts, large sheets of paper and pens

Lectern including light

DVD Player & TV screen

Lighting

Camera & video player.

Arrange stationery

It is important that all participants have all the necessary tools at their disposal to record information. Most participants will expect these to be provided.

Effective meeting planners will arrange:

a „Stationery kit‟ which comprises a ruler, pencils, pens, scissors, highlighters, glue, pins, „blue tac‟ calculator, laser pointer, whiteboard markets, eraser, stapler, staple remover and hole punch.

Pens and pads

Name badges

Place settings

Water glass

Mints.

Arrange catering

Depending on the type of meeting catering may be very simple of include a lavish banquet. Regardless of the type of catering it is important to arrange:

Catering staff

Glassware, crockery and cutlery

Service area

Service equipment

Clothes and trays

Food

Timing of meals

Special requests of dietary requirements

Menus

Cash lists, registers and cash float if items are to be sold.




Specialised meeting staff

At times, specialised staff may be required to assist in any aspect of the meeting. This may include:

Welcoming staff – to direct people, take their coats and bags

Meeting organisers – to help participants with any requirements they may need including photocopying etc

MC – Master of ceremonies

Language translator

Photographer

Audio and visual expect – to assist with the operations and set up of AV equipment

Computer technician to help with internet access or computer operations

Catering staff – as mentioned above.

Constant communication

There are many aspects of a meeting that must be arranged and these may vary between types of meetings.

Regardless of the type of meeting it is vital that any updated information be communicated as soon as possible to the relevant people.

1.4 Develop an agenda in accordance with the

purpose of the meeting

Introduction

An agenda is simply a list of things to be discussed at a meeting. Most agendas take the shape of a one-page document and are given out to the expected participants, prior to the meeting. In informal meetings, quite often the agenda is handed out prior to the commencement of the meeting, just as the participants are arriving.

A well organised secretary will have contacted participants prior to the start of the meetings to inquire if they have anything they would like put on the agenda. This may take place up to a few days prior to the meeting.

If the meeting takes place on a regular basis, the secretary will probably have a permanent list of people who regularly contribute to the meeting, such as a treasurer. Sometimes during the course of the meeting, the Chairperson will say “let‟s agenda that for the next meeting”. In effect, that discussion will be postponed until the next meeting. This generally happens when the topic being discussed is lengthy and the duration of the current meeting doesn‟t allow time needed to tackle the issue properly.


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Types of agendas

Informal agenda

An informal agenda may include the following:

Title stating name of meeting

Date of meeting

Time of meeting

Place of meeting

Objectives of the meeting – usually brief paragraph outlining the purpose of the meeting

A list of participants, their title and their position

A list of topics for discussion.

Formal agenda

For a formal meeting, the agenda may be more structured. It may include the following:

The opening stage

Apologies received – for those who are absent

A section confirming the acceptance of previous meetings

Most have a section known as Business Arising from previous meeting

Correspondence

General business

Date for next meeting

Closing time of meeting.

Notice the chronological order in which these items appear. This is significant.

Preparing the agenda

If the meeting is regular, participants may be allocated certain positions. If this is the case, it will be the secretary‟s job to prepare the agenda. Although each meeting may vary in its content, the agenda will normally be structured in a similar way.

General guidelines

As the secretary it will be your job to contact the Chairperson of the meeting and ask them if they have any topics for discussion at the next meeting. If they say yes, note the topic on the agenda by briefly outlining a couple of key words.

For example: The chairperson has stated she would like to discuss the state of the kitchen left by the night chef and his crew. This would then appear on the agenda as cleaning guidelines for night crew.




If the meeting is regular you will need to be aware that certain members such as those who hold positions, such as the treasurer, will have a section to discuss each meeting.

All items need to be listed in a logical order. This is extremely important because often one issue will depend on the outcome of discussions about a previous issue.

Items need to be placed in order of importance.

You need contact names, addresses and or email numbers so that the agenda can be distributed prior to the meeting. This ensures everyone attending the meeting has a clear idea of the topics that are going to be discussed.

Once you are clear about what items should be placed on the agenda, draft a rough copy and give it to the chairperson to peruse. They may need to add or delete items. When they have given you back the revised draft, print it out and ensure each partici-pant receives a copy.

Be sure to run off extra copies for the meeting for those participants who forget to bring their copy.


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Sample Agenda




1.5 Prepare meeting papers and dispatch to

participants before the meeting, where

appropriate, and within appropriate

timeframes

Introduction

Quite often, the success of a meeting comes down to planning. As actual meeting times are quite restricted, all participants must be aware of, in advance:

The purpose of the meeting

Any background information

Topics for discussion

Their role in the meeting.

It is important that all participants understand what the meeting will contain and what is expected of them. It is vital that they are given all relevant information, well in advance, to ensure they are fully prepared when the actual meeting takes place.

Preparing and distributing meeting papers

In order to prepare participants you may be required to:

Prepare agenda

Prepare presentations

Prepare background notes

Give to staff, suppliers and other interested parties

Give to participants.

Confidentiality of information

In many cases, any information that is to be given to participants, is confidential and not for distribution or viewing to anyone.

This may include:

Strategic plans

Financial information

Information about customers

Staff movements

Salary information

Operational matters

Marketing and promotional materials.

It is important to handle any information with discretion and to ensure it is only given to those who are required to have it.

In many cases, any remaining documents left after a meeting must be kept in a secure location to ensure it does not get in the hands of those whom are not required to possess it.


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Work Projects

It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You must submit documentation, suitable evidence or other relevant proof of completion of the project to your Trainer by the agreed date.

1.1 To fulfil the requirements of this Work Project you are asked to research and identify:

Common characteristics of meetings

Different needs for meetings

Intentions of meetings


Recommended participants of meetings.


Different types of meetings

Style of meetings

Common frequency of meetings

Range of formality of meetings

Organisational requirements when planning meetings.


Different activities to be arranged when preparing a meeting.


Different types of agendas

How to prepare the agenda.


What meeting papers need to be prepared

How and to whom to distribute meeting papers.




Summary

Plan and prepare for meetings

Identify the need for meetings and who should attend:

Characteristics of meetings

Identify need for meetings

Intention of meetings


Participants of meetings.

Decide on the style of the meeting and level of formality required according to meeting purpose, occasion, nature of participants and enterprise procedures:

Types of meetings

Style of meetings

Frequency of meetings

Formality of meetings

Organisational requirements.

Make arrangements for the meeting in accordance with organisational requirements and within designated timelines:

Arrange activities

Constant communication.

Develop an agenda in accordance with the purpose of the meeting:

Types of agendas

Preparing the agenda.

Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and within appropriate timeframes:

Preparing and distributing meeting papers

Confidentiality of information.


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Element 2:

Conduct meetings

2.1 Chair meetings in accordance with enterprise

procedures and meeting protocols

Introduction

Whilst meetings are extremely valuable and effective avenues in which to share information, make decisions and agree on strategies that will shape the future direction of a business, it is vital that they are well managed.

As previously mentioned, meetings require the time and energy of many people, all of whom have many other tasks to perform, therefore it is important not to waste time on non-productive activities.

Meetings are not designed to be a „social activity‟ in which to discuss their personal lives, they must be clearly driven towards achieving the goals of the meeting.

Most meetings will have a person running them. This is normally the person who called the meeting in the first place. This person will assume the role of the „chairperson‟ regardless of whether they give themselves the title or not.

The role of the Chairperson

The role of the chair has been previously discussed in detail, but in essence it is their role to ensure:

The meeting stays on track

The agreed topics are discussed and auctioned

All participants have an equal opportunity to contribute.

By adopting the following concepts, the chairperson can help to conduct a meeting in an effective manner:

Be prepared – ensure all the necessary people, documents, resources and equipment are ready and working

Use and follow the agenda – whilst deviations may occur, by sticking to the predetermined framework, all necessary topics can be covered

Keep track of time – start and end the meeting on time and ensure that allocated times for each agenda topic is adhered to

Include people – this will be discussed in a following section, however it is vital to value the people in attendance

Get feedback – ensure all relevant people have had the opportunity to express their opinions or knowledge.


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Meeting flow chart

All meetings will normally follow a standard procedure or flow chart. As the chairperson, it is helpful to understand the activities and flow associated with a meeting.




Opening Meetings

One of the key tasks is to start the meeting in the correct manner. This will help to determine your control of the meeting and to ensure it starts productively and on-track:

Always start on time – regardless of whether certain participants are running late. This respects those who showed up at the correct time and serves as a reminder to those running late that sticking to the agenda and its timeline is important

Welcome attendees and thank them for their time – everyone has other tasks they could be doing so it is important to recognize the time they have contributed

Make introductions – if participants do not know each other, yourself or the company, it might be worthwhile providing a brief introduction

Clarify your role in the meeting – now is the time to explain any ground rules in which you may have for the meeting

Review the agenda – by doing this at the beginning of each meeting, participants are reminded of the purpose of the meeting and all the major topics to be discussed

Allocate someone to take minutes – this may have been predetermined, however it is important to check that recorded notes are being taken. Explain to participants copies of the minutes will be given to them after the meeting

Start the meeting in a positive and enthusiastic manner.

Maintaining control

Not all meetings will run smoothly, sometimes meetings will come close to going out of control and it will be up to the Chairperson to trying to keep control or bring order to the meeting.

The three most common reason meetings get out of control are:

Disagreements and differences of opinion when making decisions

Talking about topics that are not relevant

Spending too much time on a particular agenda item, at the expense of other items.

With many people having their own opinions and suggestions for how things are to be done, it is understandable these reasons are so common.

In later sections these reasons will be explored.

As a chairperson, it is wise to acknowledge them and deal with them accordingly.


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2.2 Encourage open and constructive

communication

Introduction

Meetings are only as good as the ideas that the participants bring forward. Great ideas can come from anyone in an organization, not just its managers.

It is no point having people attend meetings if there are not able to express their views, opinions or suggestions. The reason selected people have been invited to meetings validates their input is valuable.

As the chairperson, it is your role to ensure everyone is given a fair opportunity to participate in meetings.

In essence, a meeting is not all about the boss or the chairperson. It‟s about motivating and extracting the best ideas from everyone in the group.

So how do we do this?

Confidentiality

Many people generally have reservations about being honest and open if they know what they say is relayed to others after the meeting. This is especially true if their comments are critical in nature. These critical comments, whether about a person, action or point of view, may be an important aspect of a meeting topic and the basis for ways to improve performance. They are vital to a meeting and should be encouraged.

In order to make people feel comfortable about giving honest communication, it is worthwhile to introduce a ground rule in relation to confidentiality.

Open and constructive comments

Meetings are the most common place to address problems that exist in the workplace. In order to find a suitable solution, it is important to understand the causes and why things were said, or done in a certain way.

When dealing with problems, it is easy to criticise or play the „blame game‟.

Whilst it is important to talk about negative aspects of a business, whether it is resulting from a person‟s action, an operational procedure or something out of the control of the business, it must be handled in a constructive manner.

It is important to remind participants the aim is to find a solution, not to lay blame. Topics should be discussed in a practical manner without letting emotions get in the way. Focus on the problem, not who is to blame.

As the chairperson, it is your role to ensure that participants focus on finding a solution.




2.3 Reach agreement with meeting participants on

meeting goals and conduct

Introduction

One of the initial important tasks of a chairperson is to ensure that all meeting participants understand, accept and respect the goals of the meeting and conduct that is to be expected.

With many different people, each with their own personal agendas and opinions, coming into a meeting their must be some rules in place to ensure the meeting can be conducted in a civilised and productive manner.

Establishing ground rules

You don't need to develop new ground rules each time you have a meeting and the rules you do have don‟t need to be long or extremely strict. However it is a good idea to have simple ground rules that can be easily understood and used in meetings.

These ground rules form the foundation for running successful meetings.

Four simple ground rules are:

Allow people to participate – everyone should have an equal opportunity to speak and be heard, without discrimination

Focus on the topic – stick to the topics on the agenda. If new topics are introduced they should be noted for discussion in „other business‟ at the end of the meeting, if time permits

Maintain momentum – always try to reach the desired action in a positive and constructive manner

Try to reach closure – whether a decision is made or an action is allocated to a staff member for completion, some form of conclusion should be reached for each agenda topic.

In order for people to remember the ground rules the chairperson may decide to:

List your primary ground rules on the agenda

Review them periodically or when new participants come to meetings

Keep the ground rules posted on documents.

Appropriate and inappropriate behaviour

As you are no doubt aware not all behaviour is conducive to good meetings. Human nature dictates that there will be many types of people whose behaviour is not only unproductive, it is in fact counterproductive.

For example, people who constantly interrupt, domineer proceedings or manipulate a group may hinder the meeting.

It is the Chairperson‟s responsibility to ensure meetings are running smoothly and that all participants remain on track.


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The type of behaviour that should be encouraged includes:

Listening effectively/actively to others

Being open to other‟s suggestions

Ensuring that everybody is clear about what is being said and expected

Mediating to ensure that amicable solutions are reached

Negotiating issues so that all participants feel a consensus has been reached.

The Chairperson‟s role is to ensure that all participants are acknowledged and that they receive a fair go. In essence they will ultimately be responsible for ensuring the success or failure of the meeting.

Reaching agreement on meeting goals

The start of the meeting is not only a great time to reach agreement on ground rules, it is also a good time to reach agreement on the agenda topics that are to be discussed during the meeting.

It is wise to briefly introduce the agenda items and the times allocated to each one. Not only does this remind participants what will be discussed in the meeting, it also provides an opportunity to see if participants not only understand the topics but agree to discuss them.

2.4 Present information and ideas clearly and

concisely

Introduction

As the meeting commences, each agenda item will be introduced, discussed and actioned. Each agenda item must be discussed in a clear and concise manner with an agreed outcome in the allocated time.

Therefore information must be presented in a clear and concise manner.

It is your role to ensure that participants providing information do so without deviating towards other topics.

Motions

What is a motion?

A motion is normally a one-sentence statement that specifies the issue to be discussed. After the issue is discussed participants are asked to vote on it. These two processes together make a motion.




Motions are put before participants at a meeting in order for discussion and decisions to be made. Normally once the motion has taken place, a note stating action needed, will be placed along side of the motion.

Once the motion has been actioned, it is accepted by participants that this action will be expected to be carried out. In many circumstances motions will be raised prior to the meeting and the meeting will be the forum for debate. In these instances motions will need to be accepted as being presented at one meeting in order for them to be presented for discussion at the next meeting.

Motions need to be firstly put before the meeting and secondly, „seconded‟ by at least one other participant.

Different types of motions

There are two main types of motions:

Independent

Procedural.

Independent Motion

An independent motion will deal specifically with the business raised at the meeting.

An independent motion could be “I move that we introduce a new restaurant menu commencing the first day of next month.

Procedural Motion

These motions generally relate to procedures as opposed to a direct agenda item.

A procedural motion could be “I move that this meeting close by 9 pm tonight because the Hockey Club have hired the premises”.

Points of order

A point of order can be called when it is thought that the person speaking is not adhering to the topic or is speaking out of turn or simply taking too long to address the point.

Anyone can call a point of order – even while the person is speaking.

It is the Chairperson‟s responsibility to decide on the point of order. In effect they act like the Person who holds the chair in Parliament. They rule on whether the person was out of line.

Amendments

An amendment is simply an adjustment to a motion. It needs to be moved and seconded because it is a small change. “Amendments can be moved at any time during the debate on a motion but not after the mover is given the right of reply. A debate on amendments takes precedence over debate on the motion and follows the same order of debate as a motion, except that the mover of the amendment does not have the right of reply.


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“When an amendment is moved and seconded the chairperson will first ask the mover and seconder of the motion whether the amendment is acceptable. If the amendment is acceptable to the mover and seconder of the motion then the amendment is incorporated into the motion and debate will resume on the motion as amended. If the amendment is not acceptable to either the mover or seconder of the motion the debate starts on the amendment.

The purpose of amendments is to clarify or improve the motion. Amendments cannot be used to thwart the intent of the motion and such amendments could be ruled out of order by the chairperson.

If the amendment is lost, the original motion stands and discussion continues on that motion as before. If the amendment is passed, the motion now reads as determined by the amendment and is referred to as the amended, or substantive, motion”.

Order of debate

After the motion has been accepted (that is, moved and seconded) those people respon-sible for moving and seconding the motion are given the first right of reply in that order.

They can choose to speak or they can decline or they can „reserve‟ their right to speak. Then the Chairperson opens up the floor for debate by asking if anyone else would like to contribute to the discussion.

If other participants decide to speak then once they have finished the Chairperson again offers the floor to the mover by offering them the right to reply.

Once this process is repeated and no one else has anything to say, the Chairperson calls for a vote and if the majority of the participants vote for the motion, it is carried. In effect this means the motion is put down and becomes a binding consequence of that meeting.

However, if more participants don‟t support the motion, then it is said to be lost and the motion is not voted in.

Reaching a solution

Where possible, as the Chairperson, you should try to ensure that:

All relevant information has been discussed

Everyone has had the opportunity to contribute their information, ideas and recommendations. This will be discussed in the next section

A solution can be reached.




2.5 Give all participants the opportunity to

contribute

Introduction

The reason people have been invited to attend a meeting is because they have something important to contribute. Hence at the meeting, each and every person has the right to contribute. This contribution could come in the form of:

Making a presentation

Providing expert advice

Providing feedback or suggestion

Providing criticism

Providing acceptance and approval.

Everyone wants their say

Understandably, everyone feels that their own opinions are important and given that a large percentage of people are extroverts, it often leads to people trying to dominate conversations. Whether this is intentional or accidental, it must be controlled.

Fair and equitable opportunity to contribute

There are some simple steps to ensure everyone gets a fair and equitable opportunity to express the feelings, inputs, suggestions and concerns:

Refer to the ground rules, which should include guidelines on listening and allowing others to speak

Allocate times for each person to contribute

Provide small group opportunities that afford more people the chance to speak

If a person is constantly interrupting, whether on purpose or unintentionally, it may be wise to have a discussion with them, away from the group to discuss the unwelcome interruption and remind them of the need for everyone to have a chance to speak.


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2.6 Manage meetings to maintain focus on agreed

goals

Introduction

In essence a meeting is a „controlled conversation with a purpose‟. It is important that the purpose of the meeting is obtained. Many meetings can go off-course with some topics taking longer to discuss, differences of opinion being discussed and debated for longer than expected, or new topics introduced that were previously arranged.

These courses of action are not always a negative aspect, and in many cases are unforeseen discussions, relevant to the meeting and add further value to a meeting.

Maintaining focus

As a Chairperson, it is important that meetings maintain focus. This means, successfully meeting the objectives of the meeting by covering the items detailed in the agenda and the addition of other relevant items for discussion.

Whilst meetings certainly allow for flexibility, there needs to be an element of control to them.

Meetings can easily get off track and stay off track leading to meetings not achieving their initial objectives. The Chairperson must strive to keep meetings focused on the agenda items.

Whenever you see the meeting drifting off track, it is important to get them back on track.

Common deviations

When maintaining control of meetings it is important to identify and develop a strategy in advance for situations where meetings may get out of control.

Following are common deviations to a controlled meeting, which a Chairperson must be prepared and ready to tackle.

Social conversations

Meetings are a great time to catch up on social events, as this is really the only time managers or participants are together in the same location, at the same time.

Whilst it is expected that some social chatter takes place, it must not dictate the meeting.

Topics that are of a social nature or not relevant to the meeting should be stopped in an appropriate manner.

Quite often they can be discussed before a meeting commences or after a meeting concludes.




Reaching a decision

When trying to reach a decision to a problem or a suggested course of action, it is inevitable that discussions can take longer than expected, as everyone normally wants their input heard and differences of opinion are common.

It is important to have a pre-determined process put into place which helps participants stay on track and focused.

A common decision making strategy could include:

Define the problem or situation

Define criteria to submit information or input

Generate alternatives giving each person a fair and equitable amount of time to contribute

Evaluate alternatives using a predetermined time frame and method

Vote or seek agreement on a course of action

Construct a strategy or implementation plan

Allocate or assign tasks to relevant participants.

Presentations taking too long

It is not uncommon that a person making a presentation takes a lot longer than anticipated. If this is the case, a formal or friendly reminder is called for.

Differences of opinion

Everyone will have their own differences of opinion which can cause conflict and easily take up precious meeting time.

It is important that the Chairperson encourages and respects the contribution of each participant; however it is more important that it is done in a timely manner.

They may wish to:

Identify a time frame for discussion before a decision is made or voted on

Allocate a specific time period for each person to contribute

Direct the conversation, by dictating questions to specific people to either deviate discussions away from domineering participants or to involve passive people.

Introduction of new topics

As an agenda topic is discussed, it is common that new topics may be introduced. This is especially common when brain storming or idea generation is the purpose of the meeting.

New ideas and topics are certainly welcomed, however a Chairperson must use their discretion to determine whether its inclusion is important to the meeting objectives and if it adds value.


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The options to take include:

Allow discussion of the new topic

Table it for discussion at the end of the meeting in „other business‟ if time allows

Table it for discussion in a new meeting. You may wish to assign activities or persons responsible for researching and presenting of the topic at the new meeting. At this time, discussion should cease.

Sticking to the agenda

The easiest way to maintain focus is to remind people of the agenda and sticking to it as much as possible. Every meeting has a predetermined objective and structure and it is important that successfully following and meeting these is the key focus.

2.7 Conduct meetings within agreed times, or

adjust times with the agreement of

participants

Introduction

As previously discussed, there are a number of ways a meeting can be sidetracked or where time management becomes an issue.

It is important that the original meeting topics, as identified in the agenda, be introduced, discussed and acted upon within the predetermined time frame.

One of the most difficult tasks a Chairperson has is time management. Quite often time seems to run out before all planned topics are discussed. Therefore, the biggest challenge is keeping momentum to keep the process moving.

Time management techniques

There are a number of ways a Chairperson can help maintain good time management within meetings.

These include:

Only include items that are required in meetings – look at agenda items and determine if the topic needs to be discussed in a meeting, or if it can be resolved outside a meeting

Allocate tasks to be completed before meetings – try to think of activities that can be done before a meeting, such as research or identifying and discussing solutions in small groups, to help reduce time spent on the topic in the meeting




Start on time and end on time – Everyone has other tasks to do, so it is vital meetings start and end in a prompt manner. If you announce the length of the meeting and then stick to it, fewer participants will keep looking at their watches, and more participants will take an active role in your meetings

Allocate and notify times – where possible have predetermined times for each agenda item and discussion times associated with each one

Ask participants to help with time management - ask attendees to help you keep track of the time

Time to decide - If the planned time on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution

Allocate to new meeting – if a decision can‟t be reached in this meeting table it to the next meeting.

Closing meetings

We have discussed the importance of starting and conducting a meeting in a timely and professional manner. It is also important that meeting concludes in a positive manner with each person aware of what was achieved and what is expected to done after the meeting.

When closing a meeting:

Thank the participants for their time and valuable contributions

Summarise the meeting topics

Review actions and assignments

Clarify that meeting minutes or actions will be reported. Explain the process

Set the time for the next meeting and ask each person if they can make it or not. This can be used to get their commitment

Try to end on a positive note

Always end meetings on time.

2.8 Record the minutes of meetings accurately,

where appropriate

Introduction

One of the key requirements of any meeting is to record minutes. Minutes are a written record of what was discussed, agreed and actioned.

Minutes as evidence

The minutes of a meeting are evidence of that meeting, they are in fact a record of the things said, a list of those who attended the meetings and decisions made at that meeting. They clearly state what happened, who said what and who has been actioned to do what in the future.


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They provide participants with a tangible record of events resulting from the meeting. They enable future meetings to proceed in a logical format and enable new members to follow guidelines about meetings by viewing previous minutes of meetings.

They also provide those who failed to attend the meeting, with a document stating what happened and this enables them to fill in the bits they missed out on.

Auditors can also use minutes as evidence in cases of law and for evidence.

Minutes ensure that objectives are addressed and outcomes are attained. They are a very effective method of ensuring meetings are productive and orderly. They help participants focus and remain on-track to achieving outcomes.

In large organisations, meetings will be attended by participants who hold positions and if this is the case the secretary may be again nominated to take the minutes from the meetings.

Minutes should be taken on the spot and elaborated on (if need be) as soon after the meeting as possible. This ensures that nothing is forgotten. Minutes should be a true and accurate reproduction of what took place at the meeting, not what the Chairperson thought took place.

In essence minutes can be likened to a photocopy of the meeting.

Formal and informal minutes

Generally minutes can be divided into formal and informal.

Informal minutes

A very informal meeting may only include the following:

Outcomes or conclusions reached

A list of intended actions and the name of person responsible for that action

A brief dot point of items that remains unresolved (these may be carried over to the next meeting and will generally be placed on the next meeting‟s agenda).

Formal minutes

Formal minutes are detailed, and should include the following:

Date, time and location of the meeting

Objectives of the meeting

List of participants

Items discussed - this normally includes a comment beside each item – comments include person‟s name and what they said.

Often decisions need to be made about taking action on an item and this is called voting. When voting is involved, the names of those individuals who first vote and those who second the vote are needed. This is immediately followed by the outcome of the vote.




Next a list of assigned tasks will appear. This will be followed by expected results and a timeline.

It should also list items that were not discussed and the reason why they were not.

Verify minutes

Minutes of the meeting are often taken by a different person, than the Chairperson. At times their perception of events, discussions and future actions may be perceived in a slightly different way to what you may believe.

Once minutes of the meeting have been prepared, it is good to revise them to ensure they are accurate.

Check any personal notes taken during the meeting to ensure they match the minutes taken. If not, it is often wise to discuss these with the person taking the notes to try to understand why there were recorded in a specific way. You, personally, may be person it interpreted information differently that what the other participants agreed.

In addition, to ensure accuracy, you may want to confirm minute meetings with another participant at the meeting.


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Work Projects




The flow chart of a normal meeting

How to open meetings

How to maintain control of meetings.


How to encourage open and constructive communication.


How to reach agreement with meeting participants on meeting goals and conduct.


How to present information and ideas clearly and concisely.


How to give all participants the opportunity to contribute.


How to manage meetings to maintain focus on agreed goals.



How to close meetings.


How to record the minutes of meetings accurately.




Summary

Conduct meetings

Chair meetings in accordance with enterprise procedures and meeting protocols:


Meeting flow chart

Opening Meetings

Maintaining control.

Encourage open and constructive communication:

Confidentiality

Open and constructive comments.

Reach agreement with meeting participants on meeting goals and conduct:

Establishing ground rules

Appropriate and inappropriate behaviour

Reaching agreement on meeting goals.

Present information and ideas clearly and concisely:

Motions

Points of order

Amendments

Order of debate

Reaching a solution.

Give all participants the opportunity to contribute:

Everyone wants their say

Fair and equitable opportunity to contribute.

Manage meetings to maintain focus on agreed goals:

Maintaining focus

Common deviations

Sticking to the agenda.

Conduct meetings within agreed times, or adjust times with the agreement of participants:


Closing meetings.

Record the minutes of meetings accurately, where appropriate:

Minutes as evidence

Formal and informal minutes

Verify minutes.


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Element 3:

Debrief and follow up meetings

3.1 Process and distribute documentation from

meetings

Introduction

Once the meeting has finished it is important to ensure the momentum gained during the meeting doesn‟t diminish once the meeting is over. If this takes place, the process of actually spending the time to prepare and conduct the meeting has been a complete waste of time and resources.

It is important to keep the momentum strong, especially in the immediate aftermath of the meeting, whilst the topics, discussions and agreed solutions are still fresh in everyone‟s mind.

It normally falls upon the Chairperson, secretary or other nominated person to prepare and distribute documentation stemming from meetings. Regardless of who prepares this documentation, it must be managed by someone.

So what documentation and activities need to be prepared and distributed?

Processing documentation

Every meeting is different and hence the documentation to be prepared will vary depending on the meeting topics and outcomes.

Documents that need to be prepared include:

Minutes of the meeting – this was discussed in the previous section

Copies of presentations – if a presentation was made during the meeting, it is important to prepare a hard or electronic version of this

Copies of background information – this is information that was prepared as supporting evidence for discussion in the meeting

Course of action and responsibilities – this is often documented in the minutes

New information to help participants achieve allocated actions – any new information or research that may have been discussed or outlined in the meeting, which may help someone achieve their actions, stemming from the meeting. For example, the meeting may have resulted in allocating a participant to prepare a new marketing strategy and promotional budget. The collection and inclusion of previous year‟s information, may help someone in this task

Agenda for next meeting – this helps participants to understand what is required and expected for the next meeting and what will be tabled for discussion in the next meeting. This gives participants ample preparation time.


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Distributing documentation

Once the documents have been prepared they must be distributed in a timely manner.

In many cases, the information contained within the documentation may be of a sensitive nature and therefore confidentiality must be adhered to.

The most common methods to distribute documentation include:

Delivered personally – this is the best way as it not only ensures the documentation is received by the correct person, without others having access to it, but provides the opportunity to ask or answer any questions either party may have

Email – this is a common method where participants are geographically separated as it allows instant and secure access to information in a cost effective manner

Most documentation is prepared in electronic format, and many participants prefer to receive electronic information, over hard copy information, as is allows easier manipulation of information contained within. This method is also preferred to where large number of people are involved, it allows for a recipient to confirm receipt of documentation, and allows others to be copied into emails (normally superiors)

Internal mail – this is a common way to send hard copy information between people in an organisation

Courier – this is used when hard and electronic (on a memory stick) documents need to be sent to a location where personal delivery is not possible and where prepared documents are preferred, such as a folder containing information in a desired format. This saves the recipient having to print and compile information sent via email.

Acknowledge receipt of documentation

Regardless of the method chosen to send documents, it is important that the sender follows up to ensure:

The documents have been received by the correct person

The person understands what is required of them.

By ensuring that all necessary documentation is send and received, in a timely manner and in a method that is understood, momentum that was developed in the meeting can be maintained.




3.2 Inform colleagues regarding the outcomes of

meetings

Introduction

Meetings normally incorporate key decision makers, including managers and supervisors, of:

A department - such as Food & Beverage or Rooms Division

An outlet of a department – such as a restaurant, room service or kitchen which are part of the Food and Beverage department

An area of responsibility not contained within its own department – fire safety, employee safety or employee satisfaction

An activity – a specific project (re-launch or promoting to a new target market segment) or tasks (creating a menu).

Meetings normally just include just key decision makers as it would be impractical or poor

time management to have all staff at every meeting. Therefore any information or

actions that are discussed or agreed within meetings, that impact the operations and the way staff conduct their activities, must be communicated in a timely manner.

Information is power, and it is important that all relevant people receive information quickly to stop untrue gossip from circulating. Honest and accurate information is a key to effective and successful operations.

Types of information

There are endless types of information that must be communicated to staff, through managers and supervisors, including:

Upcoming events – specific events relating and impacting on the business, whether internally or externally generated

Customer information – arriving VIP‟s and their requirements during a stay

New policies and procedures – new rules or ways to conduct activities

New products and services – including new menus, promotions, branding

Customer comments – relaying of positive and negative comments regarding specific outlets or staff given by customers

Staff movements – new or departing staff and opportunities for promotion

Operational issues – day to day information aimed at improving operations.


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Types of action

Whilst most communication required to be known by other managers, supervisors and staff is information, at times there are direct actions that need to be taken, either:

Directly by management or supervisors

Through staff in consultation and direction by management and supervisors.

Some types of action that must be communicated for implementation include:

Conduct research – through internet research, collecting ideas from staff or asking and observing customers. This may relate to topics such as what products and services customers prefer, what items they are purchasing, areas for improvement in the eyes of staff and customers to name a few

Prepare a presentation – based on the research, a presentation or report may need to be prepared for the next meeting

Prepare a strategy or action plan – to encourage „ownership‟ of ideas, staff may work with managers to decide and draft a strategy to improve their departments operations

Implement action – they may be required to implement a specific action such as a new policy or procedure

Act on information – they may need to act on information provided by managers resulting from meetings. For example if a VIP is arriving, staff may need to ensure the room is prepared to his/her liking and preferences. It may be the preparation of a specific food such as a cookie.

Regardless of the type of action to be taken and the level of involvement of staff, the overriding responsibility still lies with the manager.

How to manage the effects of information or actions to be incorporated will be discussed in the next section.




3.3 Incorporate work resulting from meetings into

the current work schedule with tasks and

actions prioritized, as appropriate

Introduction

Once any relevant information or action resulting directly from a meeting, have been prepared, distributed and explained, it now must be incorporated into work activities.

Just because the end person responsible for incorporating information and actions may be different from the person who gave the instruction, it is vital that all necessary assistance, guidance and support are given to ensure they are implemented in the most successful manner.

Implement information and actions

When implementing information or actions it is essential that the person who will be doing the implementing have the necessary resources to do so successfully. These resources include:

Responsibility

Notification to others of that person‟s duties or level of responsibility and authority

Accurate instruction

Adequate training

Necessary resources

Sufficient time

Constant feedback and communication.

Monitor information and actions

When any information or action requires incorporation in the workplace, it is essential that management constantly monitor to ensure that it takes place in its intended method and the outcomes indeed bring about a positive and beneficial impact on operations.

This is especially true when the required change is substantial such as a new procedure or policy.


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Obtaining feedback from staff

Whilst this section has discussed communication from management to staff, in relation to information or actions to be implemented, it is even more important to get feedback from those actually implementing the changes, to see how improvements can be made.

Any new information or action that is incorporated into the workplace will normally require some level of change, which is never easy for staff to do.

As a manager is the one who actually introduced the new information or action, they must ensure that their staff receive their your support and commitment.

Report information and actions

More often than not, managers are required to report back any progress or feedback relating to any new actions or information incorporated into the workplace.

By undertaking constant monitoring and collecting valuable feedback from staff, the information to be prepared and presented in the next meeting will be very valuable.

Conclusion

In this manual we have explored all the steps involved in:

Preparing for a meeting

Conducting a meeting

Communicating meting information

Implementing activities resulting from meetings.

Meetings are a very important aspect of all businesses and when used correctly, is the greatest avenue to share information and to develop plans for business success.




Work Projects



How to process and distribute documentation from meetings.

3.2 To fulfil the requirements of this Work Project you are asked to research and identify how to inform colleagues regarding the outcomes of meetings including:

Types of information to be communicated

Types of action to be communicated.

3.3 To fulfil the requirements of this Work Project you are asked to research and identify how to:




Report information and actions.


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Summary

Debrief and follow up meetings

Process and distribute documentation from meetings:

Processing documentation

Distributing documentation.

Inform colleagues regarding the outcomes of meetings:

Types of information

Types of action.

Incorporate work resulting from meetings into the current work schedule with tasks and actions prioritized, as appropriate:




Report information and actions

Conclusion.

Presentation of written work




1. Introduction

It is important for students to present carefully prepared written work. Written presentation in industry must be professional in appearance and accurate in content. If students develop good writing skills whilst studying, they are able to easily transfer those skills to the workplace.

2. Style

Students should write in a style that is simple and concise. Short sentences and paragraphs are easier to read and understand. It helps to write a plan and at least one draft of the written work so that the final product will be well organized. The points presented will then follow a logical sequence and be relevant. Students should frequently refer to the question asked, to keep „on track‟. Teachers recognize and are critical of work that does not answer the question, or is „padded‟ with irrelevant material. In summary, remember to:

Plan ahead

Be clear and concise

Answer the question

Proofread the final draft.

3. Presenting Written Work

Types of written work

Students may be asked to write:

Short and long reports

Essays

Records of interviews

Questionnaires

Business letters

Resumes.

Format

All written work should be presented on A4 paper, single-sided with a left-hand margin. If work is word-processed, one-and-a-half or double spacing should be used. Handwritten work must be legible and should also be well spaced to allow for ease of reading. New paragraphs should not be indented but should be separated by a space. Pages must be numbered. If headings are also to be numbered, students should use a logical and sequential system of numbering.


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Cover Sheet

All written work should be submitted with a cover sheet stapled to the front that contains:

The student‟s name and student number

The name of the class/unit

The due date of the work

The title of the work

The teacher‟s name

A signed declaration that the work does not involve plagiarism.

Keeping a Copy

Students must keep a copy of the written work in case it is lost. This rarely happens but it can be disastrous if a copy has not been kept.

Inclusive language

This means language that includes every section of the population. For instance, if a student were to write „A nurse is responsible for the patients in her care at all times‟ it would be implying that all nurses are female and would be excluding male nurses.

Examples of appropriate language are shown on the right:

Mankind Humankind

Barman/maid Bar attendant

Host/hostess Host

Waiter/waitress Waiter or waiting staff

Recommended reading



Recommended reading

Alessandra, Dr Tony; 2011(Kindle edition); Conducting Powerful Meetings; Amazon Digital Services

Baird, JE; 2000 (1st edition); Guide to Conducting Meetings; Abingdon Press

Doyle, Michael; 1993 (1st edition); How to Make Meetings Work!; Berkley Trade

Henkel, Shri; 2007 (1st edition); Successful Meetings: How to Plan, Prepare, and Execute Top-Notch Business Meetings; Atlantic Publishing Company

Kelsey, Dee; 2004 (1st edition); Great Meetings! Great Results; Hanson Park Press, Inc

Parker, Glenn M; 2006 (1st edition); Meeting Excellence: 33 Tools to Lead Meetings That Get Results; Jossey-Bass

Pittampalli, Al; 2011 (1st edition); Read This Before Our Next Meeting; The Domino Project

Streibel, Barbara; 2007 (1st edition); Plan and Conduct Effective Meetings: 24 Steps to Generate Meaningful Results ; McGraw-Hill

Thomsen, Kaare; 2011 (1st edition); Meetings That Give Results: How to Plan and Chair Productive Meetings; Gottleben

D1.HGE.CL7.08 D1.HGA.CL6.05 Trainee Manual · 2015. 12. 23. · D1.HGE.CL7.08 D1.HGA.CL6.05 Nominal...

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