MEETINGS

Presented to:
Ma’am Sara Sanaullah
 GROUP MEMBERS

Mushama Ashraf
Syed Saqlain Shah
Waqas Hassan
Jowairia Qadri
Maha Hashmi
Talha Shabbir
 OUTLINE
••Definition
Procedures during the meeting 
••Purposes of meetings
Follow up after a meeting
••Kinds of meetings                            
Participant responsibilities in
•Solving problems in meetings and
meetings 
groups
•Conclusion
•Leadership responsibilities in a
meeting
•Planning steps before a meeting
 MEETING
DEFINITION:

A meeting is a gathering of two or

more people where purposive
discourse occurs.
INFORMAL GROUP MEETINGS
Informal/ casual group
meetings arise out of a
common liking for the
other person.

•chat over coffee,

•meet after work, or
•get together for purely
social occasions.
FORMAL GROUP MEETINGS
Formal group meeting
is a gathering where
the participants and
the leader know the
specific reason for
gathering together.
FORMAL GROUP MEETINGS

•Make decisions on how a specific

problem should be solved

•Decide on the beginning steps to

implement a solution
WHAT MEETINGS CAN DO?
•INFORM
•ANALYSE OR SOLVE PROBLEMS
•DISCUSS & EXCHANGE VIEWS
•INSPIRE OR MOTIVATE
•COUNSEL OR RECONSILE CONFLICTS
•OBTAIN OPINION OR FEEDBACK
•PERSUADE
•TRAIN OR DEVELOP
 PRESENTATION
CONTINUED BY :

SYED SAQLAIN SHAH

 KINDS OF MEETINGS
Decision-making Meetings
•Reviewing alternatives.
•Must be attended by key decision makers.

Tool:
• Pro/Con list.
•criteria grid may yield
List Generation Meetings
•List of ideas, alternatives, solutions, issues, etc. for
discussion.

Tool :
•Brainstorming
Problem Solving Meetings:
•To resolve business and process problems. or to
determine potential issues and how to handle
them.

For example: These problems could reference

production, quality, services, or other things.

•Those closest to the problem must participate.

•Defined process.
Project Planning Meeting:
•Specialized meetings.
• Additional project related meetings may be for project
plan updates, solving problems, reviewing budget,
celebrating accomplished milestones, and evaluating
risks.
•The tools used in project meetings:
•project schedule listing phases
•Milestones.
 Strategic Planning Meeting:
•Held annually.
•Results.
• One long meeting or several meetings .
•SWOT
PRESENTATION
CONTINUED BY :

WAQAS HASSAN
 SOLVING PROBLEMS
IN
MEETINGS OR GROUPS
PROBLEM SOLVING MEETINGS

Purpose:
To combine group knowledge
and experience to arrive at an
agreeable solution to a
common problem.
 PROBLEM SOLVING MEETINGS

 It is used to bring about a change or an improvement.

 In most organizations, the information and problems,
their causes, as well as the resources for developing
and implementing solutions are often dispersed.
 A problem solving meeting can bring together a
group of people with different experience to work
toward creative solutions.
 METHODS

BRAINSTORMIN
G
FORCE FIELD ANALYSIS
 METHODS

Brainstorming:
A technique used by a group of people
that encourages their collective thinking
power to create ideas.
 BRAINSTORMING
 Action Steps:
1. Define the purpose/objective.
2. Review the ground rules.
3. Give participants a few minutes to think
about the subject and to jot down some
ideas.
4. Ask for ideas and record all ideas.
5. End the brainstorming session when all of
the ideas have been expressed.
 METHODS
Force Field Analysis:
 A technique that helps a group
decide the forces at work in a
given situation.
 The underlying assumption is
that every situation results from
a balance of forces: restraining
forces and driving forces.
 METHODS
Force Field Analysis:
 A benefit of this technique
is that it forces the group
to examine strengths and
weaknesses.
 FORCE FIELD ANALYSIS
 Action Steps:
1. Establish the change/improvement to be
made.
2. Brainstorm the restraining and driving
forces.
3. Select some problems to eliminate and some
strengths to build on in order to bring about
the change.
4. Develop action plan according to it.
 GROUP CONSENSUS
Purpose:
A technique that uses discussion and participation
to help a group reach an agreement which does
not compromise any strong convictions or needs
of individual members (avoid voting and
compromising).
 GROUP CONSENSUS
 Action Steps:
1. Make lists of advantages/disadvantages.
2. Rank your alternatives.
3. Establish criteria to evaluate each
alternative.
4. Establish a rule that before group members
voice criticisms, they must first say what
they like about an idea.
PRESENTATION
CONTINUED BY :

JOWAIRIA QADRI
LEADERSHIP RESPONSIBILITIES
IN A MEETING
“The very essence of leadership is that you have to
have vision. You can't blow an uncertain trumpet.”

Theodore M. Hesburgh
KINDS OF LEADERSHIP

AUTHORITARIAN

LEADERLESS

DEMOCRATIC
 AUTHORITARIAN
It includes:
•Contempt for some members.
•Dominates the discussion.
•Praise those who agree his/her position.
•Speaks often and loudly.
•Issues order and command.
•Suggest higher authority support.

• This form of leadership is not acceptable in current

system of group meetings.
 LEADERLESS
This style includes:
•Delegation of all direction and decision making to others.
•Allow high ability people to run the meeting.

It may be sometime successful but importance of leader

cannot be denied although.
 DEMOCRATIC
The democratic leadership style is a very open and
collegial style of running a team. Ideas move freely
amongst the group and are discussed openly. Everyone is
given a seat at the table, and discussion is relatively free-
flowing.
 CONTINUED….
Keep discussion open.
Focus discussion.
Be ready to commit.
Focus on ideas.
This is the most effective leadership style used in
meetings.
PLANNING STEPS BEFORE MEETING

•REVIEW THE PROBLEM AND DETERMINE THE

PURPOSE.
•DECIDE WHO SHOULD PARTICIPATE.
•ARRANGE FOR MEETING TIME DATE AND PLCE
•CREATE AN AGENDA.
•DISTRIBUTE ANNOUNCEMENT FOR MEETING.
•CHECK ON PHYSICAL ARRANGEMENT
STEP # 01

REVIEW THE
PROBLEM AND
DETERMINE THE
 STEP # 02

DECIDE WHO SHOULD

PARTICIPATE
 STEP # 03

ARRANGE FOR MEETING

 AGENDA OF THE MEETING
•Creating an effective agenda is one of the most
important elements for a productive meeting.
The Agenda
communicates important information such as: 
 1. topics for discussion
2. presenter or discussion leader for each topic
3. time allotment for each topic provides an
outline for the meeting (how long to spend on
which topics)can be used as a checklist to ensure
that all information is covered
 CONTINUED…
4.lets participants know what will be discussed if
it's distributed before the meeting. This gives
them an opportunity to come to the meeting
prepared for the upcoming discussions or
decisions.
5.Provides a focus for the meeting (the objective
of the meeting must be clearly stated in the
agenda) 
STEP # 04
STEP # 05
INTERNAL MEETING ANNOUNCEMENT: OFFSITE 

To:        [IDENTIFY PERSON/GROUP, ex. Tom Atkinson, Joel Johnson & Bill Williams] 

From:        [YOUR NAME] 

Date:        [DATE, ex. July 5, 1998] 

Subject:    [MEETING, ex. Meeting on July 13, 2:00 PM] 

I would like to schedule a meeting [DATE AND TIME, ex. on Wednesday, July 13, at 2:00 PM] to
discuss [SUBJECT, ex. our business plan for the coming quarter]. Let's meet at [LOCATION, ex. The
Tavern Country Club], [EITHER GIVE DIRECTIONS, OR INCLUDE A MAP, ex. which is located on the
north-west corner of First and Second streets]. 

Our agenda will be as follows: 

[LIST AGENDA, ex. 

Determine which new markets we wish to enter 
Allocate budgets 
Evaluate quarter one results] 

I look forward to seeing you on [DATE, ex. Wednesday]. Please contact me if you are unable to attend. 
 STEP # 06

CHECK ON PHYSICAL
ARRANGEMENTS
PRESENTATION
CONTINUED BY :

MAHA HASHMI
PROCEDURE OF THE MEETING

The procedure of the meeting consists of the

following steps. These steps are important in
conducting a successful meeting.
 OPENING THE MEETING

The meeting begins after the Chairperson

declares the meeting opened.
APOLOGIES...THOSE UNABLE TO ATTEND

The Chairperson states the names of those

members who formally notified that they were
unable to attend the meeting.
MINUTES OF THE PREVIOUS MEETING

The Chairperson moves that the minutes of the

previous meeting be accepted or adopted.
 CORRESPONDENCE

Letters that have been sent to the meeting are tabled

and debated, if the meeting wishes to do so.
 REPORTS

Reports written for the meeting are tabled and

debated, if the meeting wishes to do so.
 GENERAL BUSINESS

Items so listed in the agenda are debated. The

debate usually begins with the Chairperson
calling on someone to move a notion.
 ANY OTHER BUSINESS

When all items on the agenda have been debated, the

Chairperson may call for items not listed in General
Business.
 CLOSE OF MEETING

Once all the issues have been put forward and discussed,
the Chairperson advises members of the date and time of
the next meeting. The meeting is now officially closed.
 FOLLOW-UP OF THE MEETING

Follow up is extremely important and if you do not

follow these steps you are not only going to possibly lose
your client but you could be losing a potential referral.
 LISTEN

During your appointment make sure that you ask

questions and listen to the needs of your client. Make the
meeting "About your customer" not about you.
 SAY THANK YOU

Take some time in the evening of your

appointment to say thank you to your client.
 FOLLOW-UP

If you had any To-Do's to complete from your

appointment, make sure that you get back to your client
within 48 hours. If it will take you a bit longer to get the
information to them, make sure that you set the
expectations up front.
STAY IN FRONT OF YOUR CLIENT

Take their birthday, anniversary and place them in your

calendar. Making a call to your client because you want
to wish them a Happy Birthday or to let them know that
you noticed their favorite orchestra would be in town
does go a long way.
 REFERRALS

Ask for referrals. If they are happy with your

services they will give you names of others that will
benefit from your services. This is networking!!!
PRESENTATION
CONTINUED BY :

TALHA SHABBIR
 EFFECTIVE MEETINGS
What people are looking for in effective meetings ‡:
– participation
– define the meeting’s purpose
– address each item on the agenda
– assign follow-up action
– record discussion
– invite essential personnel
– publish an agenda
 NEGATIVE MEETINGS
• Characteristics of negative meetings †:
– drift from the subject
– poor preparation
– questionable effectiveness
– lack of listening
– verbose participants
– length
– lack of participation
 MEETING ROOM
Space matters!
 Members must be able to easily see one another.
 Room should be comfortable temperature.
 Adequate space for planners, notebooks, or laptops
 People should be able to hear the discussion easily.
 If it is a large group, the meeting’s facilitator should
consider standing.
 Meeting Room Arrangements

X
Theater Style
– Leader has great power by position.
– Participation and interruption by audience
is limited.
 X
U-Shaped Style
– Equality of membership.
– No doubt of who the leader is.
– Good visibility for visual aids.
Circle Style
– Democratic: equality is stressed.
– Great visibility by participants.
– Obvious body language.
– Excellent participation.
 MEMBERS IN GENERAL
Group Building Roles
The Initiator Suggests new/different ideas/approaches

The Opinion Giver States pertinent beliefs about the discussion or

others' suggestions
The Elaborator Builds on suggestions made by others
 MEMBER STEREOTYPES
Stereotypes You May Expect to Find in a Group
The Chatterbox Talks continually, rarely on the topic, has little to contribute
The Sleeper Uninterested in the proceedings, some can sleep with eyes
open!

The Destroyer Crushes any and every idea, can always find something wrong

The Rationalist Makes worthwhile contributions, ideas are well thought-out

The Trapper Waits for opportune moment to show error has been made –
likes to trap the Chair

The Know-All Tries to monopolize, but can have good ideas

The Thinker Shy and slow to come forward, but is a great asset
 HOW TO DEAL WITH DISRUPTIVE MEMBERS

Make sure that all meeting participants understand their

responsibilities.

– All members were invited to the meeting for a reason

– All members should feel free to contribute

Members who are silent

– Begin meetings by engaging every member of the group
• “Bill, haven’t you done this in your work? What was your experience?"
• "Janet, you’ve been rather quiet to this point, do you have an opinion or an
idea?"
– Consider breaking larger group into smaller groups to develop input
HOW TO DEAL WITH DISRUPTIVE MEMBERS

• Members who are vocally dominant

– Redirect discussion to other members
"We all recognize your expertise in this area, but let’s hear from
some others in case some new ideas emerge.“
"John has made his opinion clear; does anyone else have something
they would like to add?“

• Members who are negative

– Redirect discussion to other members
– If behavior persists, consider speaking off-line or
excluding them from future meetings
“Let’s not shoot down this idea prematurely; let’s give it some time
for evaluation."
 FINAL THOUGHTS
• Praise! Praise! Praise!

• Praise people twice as much as you criticize.

• Never let any good deed or action go unheralded in the group.
• Say thank you publicly at every meeting.
• Recognize the value of peoples’ contributions at the beginning or within
the meeting.

• Plan. Plan. Plan.

• Meeting design is the Number 1 mechanism for effective meetings.

• For each agenda item, make sure the group is clear about the goals,
processes, and functions.
 SUMMARY
• The techniques described in this presentation can be
applied to any type of meeting you encounter.

• Consider compiling your own list of successful

techniques based on specific meetings.

• Effective meetings are the result of deliberate

planning.