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Prepared by: Jo B.BitonioPresenter/Discussant

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The general principles for holding successful and productive meetings are valid for all types of meetings, whether traditional, face-to-face, or electronically linked.

Effective meetings can:• Provide swift and productive communication

between a number of people• Be a successful decision-making instrument• Enhance the motivation & communication of a

team

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Before the meeting, it is important to ensure that they are justified before committing, time, effort, and other costs involved. Consider what are the purposes of the meeting:• To exchange information• To monitor progress on performance• To deal with specific problems• To brainstorm issues • To develop future plans

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Separate creative, analytical meetings from the routinary meetings. Creative meetings need a more relaxed timetable and atmosphere. It is hard to switch from the routine to creative and vice versa. Decide who could participate in creative meetings neither too many or few, only those who can contribute.

Creative & Routinary Meetings

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The chairman and secretary should have a firm grasp of both the conduct of meetings and functions of the Board. Without a simple but consistently observed procedure, board work become chaotic, decisions are queried, discussions are re-opened after they had closed and members complain that their views have been ignored.

Conduct of Meeting

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All meetings should be announced in advance with the following information:• notice of meeting & agenda• current financial statements• a list of new member applications

• a list of applications for withdrawal from membership

• major recommendations and manager’s report

Procedure

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Choose the date, starting & finishing time and place. Having a definite finish time helps concentration and my help to avoid time consuming digressions. Make sure the data and time is suitable for all intended participants

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Set the agenda. For each item clarify the objective and who will lead the discussion. Construct a timetable so that important items do not get squeezed out and lesser items do not absorb a misappropriate amount of time

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Personal agenda have no price in a coop board and are especially dangerous when exhibited by officers

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The Chairman should be careful in giving those with different views the fullest opportunity to express them. Balance contributions on contentious subjects.

Keep control of the time

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BOD should not raise a difficult or controversial proposal suddenly or raising a proposal when the principal opponents are absent from the meeting

Surprises are good for parties not good for management

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As far as possible, the chairman will try to get the BOD to arrive at a unanimous decision or at least one in which the minority spontaneously agrees to adopt the majority view

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The BOD will vote first on the amendment, if accepted becomes the decision of the meeting. If it is rejected, the BOD must vote on the original resolution

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If, in either case, the votes for and against are equal, the Chairman can settle be giving a ‘CASTING VOTE”.

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1. Taking notes as you are the leader and may also be a key contributor

2. Losing your temper (temper your temper)

3. Allowing participants to get involved in purely personal disagreements

4. Talking too much for too long

5. Insisting on having the last word

6. Talking first, except to introduce a topic

TRY TO AVOID

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A written record known as minutes should be kept of all board meetings. Minutes are very important, as the recorded decisions of the BOD are the AUTHORITY on which the manager of the society acts like: when money is invested, new positions are opened for more staff, etc.

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Without written authority the actions might be questioned, and if the decision turned out to be a bad one, the BOD might disclaim the responsibility

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• RESULT – expectation of members - represents the members and protect the interest of members

• LOOK AFTER THEIR WELFARE – A leader should know very well his/her members and should positively act on their problems. If she neglects their welfare, their loyalty and interest will decline

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Make sound and timely decisions – The ability to make rapid estimate of the situation, arrive a sound decision and announce decision in the correct form of order at the proper time is essential to a leader. For any situation that may arise the leader should be able to act logically

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1. Start Promptly

2. Always start the meeting with a prayer

3. Call to order by the Secretary

4. Determination of Quorum

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5. Deal with administrative items such as: Introduction of any newcomers, expressions of congratulations, thanks, good wishes, condolences, apologies receives from absentees, domestic arrangement, breaks, expected finish time, etc

Administrative Matters First

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6. Present objectives as well as the agenda of the meeting. Introduce each agenda with emphasis on the objectives

7. Distribution of minutes by Sec - Read/React/Clarify - the concept of DDD Debate/Decide/Direct

8. Approval of minutes of the previous meeting

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9. Business arising from the minutes

- There is always a chance in your previous meeting that there were unfinished business. It depends to the culture of the organization

- The Chair should not argue – The Chair is supposedly neutral. If the Chair argue then he is not neutral anymore.

- POINT OF INQUIRY? Chair will ask

“What is your point inquiry”?

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10. POINT OF INQUIRY? Chair will ask “What is your point inquiry”?

11. VIOLATION of the order of business or Change course of the business Raise “POINT OF ORDER”

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12. Report of GM – The most

substantial tells you what happen so far in the coop’s operation. The Chair ask recommendation for his actions

13. Reports of the standing committees – Acts on the recommendation of the Committees

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14. When somebody is making recommendation, ask for comments. If there is no comment. The Chair will declare that the recommendations be approved. With comment – the Chair will allow debates, listen to both side. Until the Chair feel that the matter are sufficiently discuss. Then he can now divide the house

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15. Many Presiding Officers (POs) had the tendency to talk all the time, becoming their advocacy. NO! If the Chair wants to give inputs then he calls the VC to preside till the time the matters being discussed have been addressed. The Chair says “ the VC had acted upon the matter so I am now assuming the Chair

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16. MAXIMIZE OUTPUT. Technology of participation. We want to maximize output because we want to: INNOVATE – idea generation and solve problem. Some members of the Board are talkative/silent. How do we get silent people to participate?

Agenda – Increase Volume of Business

Provide papers. Ask them to write 3 ideas on the agenda. Capture everybody’s idea. Come up with the presentation of ideas. Divide the group into 2 so that there will be sharing of ideas. Come up with the presentation of ideas Prioritize ideas and act on it.

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17.Encourage the shy and restrain the verbose and opinionated

18.Allow only one discussion topic at a time.

19. Employ visual aids where they may help people to make their points

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20. Members speaking at the same time – recognize one person at a time

21. Rejection on the approved decision – Open for comment.

22. disagree without being disagreeable (IMPERFECT CHARACTER)

23. Summarize at intervals

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24. At the last part of the meeting – The Secretary is requested by the Chair to announce resolutions approved or action points agreed upon

25.Ask a motion for adjournment

26. Thank every one for their contribution. Conclude firmly & tidily

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After the meeting:

1. Request the secretary to write down immediately decision taken, the tasks agreed with person responsible for action and the dates by which action should be achieved. 2. Distribute the note to all participants and to others as appropriate 3. Monitor the progress of subsequent actionMinutes should be certified true and correct by the Secretary and attested by the Chairman

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Conducting a meeting is an art, an art that can be learned through an expert or consultant