My Communication Effective's Lecturer

this is En. Azmi Abdul Latif

Business Meeting

This is the example of meeting

Meeting Terminology

a. Teleconference-Meetings with simultaneous telephone line connections allowing a group of people to hear and speak to each other)

b. Videoconferences-The same as teleconferences only that participants can also see each other. Videoconferences can be held in real-time on our personal computers via the Internet

c. Chairperson-The person responsible for seeing that a meting is conducted in an orderly fashion and according to the rules of meeting procedures

d. Treasurer-The person responsible for reporting the financial business of an organisation

e. Agenda-A plan for the stages of a meeting – a listing of topics to be discussed, which include apologies, acceptance of the minutes of the previous minutes, business arising, correspondence, general business, standing items.

f. Minutes-An official record of what took place at a meeting

g. Motion-A proposal which is officially put before a meeting and which goes through several stages before it is accepted or defeated. It should be carefully worded and recorded in the minutes. The person who suggests the proposal moves the motion. A person who supports the motion seconds the motion. Meeting participants then discuss the motion in relation to why it should or should not be supported. The motion is then voted on and either carried or lost.

h. Amendment to the motion-If someone suggests a change to the original motion, an amendment must be moved and this must be seconded, discussed and voted upon before the original motion is considered.

i. Quorum(number of people)-The minimum number of people who must be in attendance before a meeting is official

j. Resolution-The name given to a motion once it has been agreed to by a meeting

k. Proxy-A member who is unable to attend a meeting may nominate someone else (a proxy) to attend, and/or vote in their place

l. Casting Vote-The chairperson may be given a second or deciding vote when votes are equally divided for and against the motion

m. Secretary-The person who assists the chairperson in gathering information for the meeting, organizes meeting arrangements and takes the minutes

n. Right of Reply-After the discussion and before the group votes on a motion, the original proposer is often given the right of reply to say a few final words about the motion

Tips for effective discussion leadership

1.Be prepared

Be the best prepared person in the room. This means understanding the goals of the study circle, being familiar with the subject, thinking ahead of time about the directions in which the discussion might go, and preparing discussion questions to help the group in considering the subject. Solid preparation will enable you to give your full attention to group dynamics and to what individuals in the group are saying.

2.Set a relaxed and open tone

* Welcome everyone and create an atmosphere where each participant feels at ease expressing ideas and responding to those of others.
* Refreshments help people to relax.
* Well-placed humour is always welcome, and helps people focus on differences in ideas rather than on personalities.

3.Establish clear ground rules

At the beginning of the study circle ask the participants to help you lay out the ground rules on a flip chart and ask if they agree to them or want to add anything. Keep the list and post it for each meeting as a reminder. Some typical ground rules are:

* Everyone is encouraged to participate - at their own comfort level.
* Allow everyone to be heard - no one person should dominate the discussion.
* All views will be respected - everyone's input is valuable.
* Disagreements will not be personalized - put-downs, name-calling, labelling or personal attacks will not be tolerated.
* Confidentiality will be maintained - this can be extremely important if people are to be comfortable revealing personal stories.

4.Identify the goal or purpose

Make sure you all know why you are there. Ask for a list of questions the participants want answered. Keep it and post it for each meeting for reference. Review the agenda or study plan and adjust it to suit the participants.

5.Assist the group process

* Guide the discussion according to the ground rules but remain neutral.
* Keep the group focussed on the content of the discussion. Monitor how well the participants are communicating with each other - who has spoken, who hasn't spoken, and whose points have not yet received a fair hearing.
* Consider splitting up into smaller groups to exams ne a variety of viewpoints or to give people a chance to talk more easily about their personal connection to the issue. Giving each small group the task of making the best possible case for an option is very effective.
* When you have to intervene, put it off as long as you can. Too many interruptions stifle discussion. Let it go until you are sure they are not coming back to the topic.
* Don't talk after each comment or answer every question; allow participants to respond directly to each other. The most effective facilitators often say little, but are always thinking about how to move the group toward its goals.
* Don't be afraid of silence. It will sometimes take a while for someone to offer an answer to a question you pose. People need time to think.
* Don't let anyone dominate; try to involve everyone.
* Remember that a study circle is not a debate but a group dialogue. If participants forget this, don't hesitate to ask the group to help re-establish the ground rules.

6.Help the group grapple with the content

* Make sure they consider a wide range of views. Ask them to think about the advantages and disadvantages of different ways of looking at an issue or solving a problem. In this way, the tradeoffs involved in making tough choices become apparent.
* Ask participants to think about the concerns and values that underlie their beliefs.
* Either summarize the discussion occasionally or encourage group members to do so.
* Help participants to identify common ground, but don't try to force consensus.

Use questions to help make the discussion more productive

* Prepare lots of questions. You will find a list of useful questions at the end of this section.

7.Reserve adequate time for closing the discussion

* Use the last 20 minutes or so to wrap up on a positive note.
* Ask the group for last comments and thoughts about the subject.
* You may wish to ask participants to share any new ideas or thoughts they've had as a result of the discussion.
* If you will be meeting again, remind the group of the readings and subject for the next session.
* Thank everyone for their contribution.
* Acknowledge that exploring controversial issues is hard work. New learning, even around old material is hard work.
* Provide some time for evaluation of the group process, either through sharing aloud or through a brief written evaluation.

Role of the Participants

Participation is what study circles are all about. Participants must be willing to "own" the study circle, to set goals and work toward them and to take responsibility for their own learning. The organizer sets up the study circle and the facilitator guides the discussion while the participants cooperate to make it work.

Here are some suggestions to help you get the most out of your study circle experience. They apply to a range of study circle situations.

* Make a good effort to attend every session of the program. The group process works best when the members become familiar with each other. You will get more out of it if you keep up with the discussion and the reading.

* Listen carefully to others. Make notes so you can concentrate on listening rather than on what you want to say next. You learn from listening to the others and you have to listen to keep up with what's being said.

* Take your turn and pass it on. Give others a chance to speak. It is important for everyone to be heard.

* Help keep the discussion on topic. Make sure your comments are relevant and make them while they are pertinent.

* Address your remarks to the group rather than the facilitator. Question other participants to find out more about their ideas.

* Communicate your needs to the facilitator. He/she is responsible for summarizing key ideas and seeking clarification of points. You will not be the only one who doesn't understand what someone has said.

* Do take part in the discussion. Everyone in the group has unique experience and knowledge. This variety makes the discussion interesting. Don't feel pressured to speak before you are ready but realize that your contribution is valuable.

* Engage in friendly disagreement. Challenge ideas and opinions you disagree with and expect to have to explain your own. Humour and a pleasant manner help you make your points and keep the disagreements friendly. There is no place here for rudeness or belligerence.

* Respect the position of those who disagree with you. Strive to understand their point of view. Making a good case for positions you disagree with makes you better understand your own.

* Keep an open mind. This is your chance to explore ideas you may not have considered before. You gain nothing by stubbornly sticking to the points you made earlier.

TYPICAL CHARACTERISTICS OF COMMITTEES AND WORKING PARTIES

The characteristics of committees are typically as follows:

* They are established as part of the organisational structure, have an ongoing role, and have an indeterminate lifetime.
* Their membership is representative of stakeholders.
* They have statutory or delegated powers, as well as advisory responsibilities.
* They develop policy.
* They oversee an area of management of the company.
* They receive reports to monitor and evaluate.
* They establish small groups to give detailed advice on complex matters.
* They have formal agenda papers.
* They have formal minutes that are considered and approved at the next meeting of the committee, and in some cases the minutes are signed by the Chair to indicate confirmation by the committee.
* They observe formal meeting procedure.

By contrast, the characteristics of working parties are typically as follows:

* They are usually established on an ad hoc basis, with a limited lifetime.
* They may or may not be representative of stakeholders
* They will contain experts on the matter to be considered.
* Their task is specified in advance, with a measurable outcome.
* They may report to a parent committee or to an individual, e.g. a senior officer.
* Their meetings will be less formal.
* Formal minutes are not needed, but may require brief notes and/or action sheets to be prepared.

WHY DO ORGANISATIONS HAVE COMMITTEES?

Organisations use meetings of all kinds for a variety of reasons, e.g.

* governance - a democratic framework for decision-making
* they give legitimacy to decisions by gaining agreement from interested parties
* they enable participation of stakeholders
* they are a discussion and debating forum where a range of viewpoints can be considered
* for consultation - brainstorming, think tanks
* as a bargaining and negotiating forum
* to sanction of rules, laws and their operation
* as a forum for dealing with 'litigation'
* as a forum for monitoring and reviewing.

A well organised meeting can achieve consultation with key people in a short time, much more quickly than individual consultation. The agreement of those people can be gained and they can collectively take ownership of the decision reached.

Secretary Skills

A guide for secretaries, executive officers
and note-takers at meetings of all kinds.

WHAT ARE MEETINGS FOR?

What is a meeting? What is a committee? Like most universities, Flinders has many committees and these are an essential element of the University's management process.

* Why do Organisations have Committees?
* Flinders University's Committees
* Committee Terms of Reference
* Legal Liabilities
* The Characteristics of Committees and Working Parties

THE ROLE OF SECRETARY/NOTE-TAKER AT MEETINGS

* A brief outline of the role of the secretary or executive officer or note-taker
* The roles of Chairperson,
* The Roles of Members of a Committee
o How committee terms of reference are applied
o Meeting procedure and standing orders
o The importance of two way communication between minute secretary/note-taker and the Chairperson
* An introduction to agenda preparation
* Managing a committee

TAKING MINUTES

* Taking notes and minutes
* Record keeping and filing of minutes
o Central Records Office - Policy and Procedure for Archiving Minutes
o Policy regarding Contents and Access of Student Files
* University Style for minutes/agendas, including language and formatting
o Writing reports
o Examples of Style and format of minutes (Word Document)
These examples are downloadable and course participants are invited to work on them for practice
* Follow-up action

REPORT WRITING

When preparing reports to a committee, committee chair or senior officer, note the following:

* Write for the intended audience
What do they need to know to make a decision?
* Be specific and concise
* Indicate Background
Why the has matter arisen?
* Indicate Discussion
o What are the issues;
o Who are the stakeholders;
o What are the relevant legislative, policy or other sanctions;
o What action must be taken, when and by whom, and under what authority
* A recommendation for action
State briefly the recommendation that needs to be adopted, by paraphrasing concisely the action to be taken
* Attach relevant material
Correspondence, data, draft policy, etc. as required and state the purpose and relevance of the attachments in the main text of the report.

MINUTE WRITING

Minutes are a formal brief summary of proceedings at meetings. The main reasons for keeping minutes are to:

* provide an authoritative source and permanent record of proceedings for future reference
* provide formal evidence of decisions, e.g. appointments, financial allocations, authorised actions
* provide a record of policy decisions made and the basis for them
* provide a starting point for action to be taken in future
* create an official record which can be used in legal proceedings
* inform members not present at the meeting and any others of the actions of the body concerned
* assist in the conduct of subsequent meetings
* set out precedents for future occasions, in the case of rulings from the chair
* provide documentary evidence for audit purposes

At some meetings, especially of bodies with less formal accountabilities, the term 'minutes' is sometimes replaced by the term 'notes'. Notes differ from minutes in that, typically, they are less formal, depending on the status of the committee/working party concerned. They are typically:

* less detailed, involving a shorter précis of discussion
* emphasizes action to be taken after the meeting
* do not need to be approved at the next meeting.

MANAGING A COMMITTEE

Timetabling

* Schedule meetings frequently enough to get through business, but allow time for circulation of the agenda in advance of the meeting and for follow-up action after the meeting.
* Allow at least a week for members to read the agenda.
* Avoid tabling papers. It is difficult for members to consider or consult on a paper which is not presented to them until the meeting.
* Schedule meetings so that reports can be made in a timely manner to the superior committee or senior officer concerned.

Election/appointment of members

* Some committees have elected members.
* Some members are nominated by groups e.g. by faculty boards on behalf of faculties
* Some members are elected by specified constituencies e.g. Students Association, faculties
* The requirements of the University Statutes and the Electoral Act must be observed ion conducting elections.
* Some members are appointed ex officio i.e. by virtue of the office they hold, e.g. "The committee will comprise the Executive Dean, the Deputy Executive Dean, a student member of the Faculty Board and a nominee of each department."

Standing orders

Some committees operate according to rules of procedures called standing orders, although in most cases, University committees do not have formal standing orders. There are general conventions that operate worldwide in meeting procedure. A summary of these can be found in the references. See also the example in the Council Handbook.

AGENDA PREPARATION

A committee or working party must have good quality materials to be able to function effectively.
What should an agenda contain?

Typical core elements include:

* Welcome & apologies
* Starring of Items (as applicable)
* Confirmation of previous minutes
* Matters arising from the minutes
* Reports
* New Business
* Date of next meeting

However, an agenda is not just a list of headings. It should:

* identify matters for approval,
with supporting papers and clear recommendations for action
* identify matters for information
papers for information and discussion
* include any reports,
with a recommendation for action, even if the report is just to be noted
* contain advice on the purpose of each item
a statement indicating what the committee or working party is asked to do with the item and how such action will ensure that the committee or working party thus discharges its terms of reference.

The agendas for the central committees of the University are good examples of how to set out agenda papers.

ROLE OF MEMBERS OF A COMMITTEE

Members should be familiar with the content of the agenda, and its relevance to their area.

Members might be required to represent the views of a group or section eg a faculty - they should discuss the agenda with colleagues to ensure that they can effectively convey the section's view if required to do so.

Members should:

* contribute to the best of their ability
* be co-operative and focused
* be impartial
* be familiar with meeting procedure and conventions
* maintain confidentiality
* communicate or consult as required

Members have a duty of care to staff, students, the public. Members are accountable for their actions as members of committees.

ROLE OF CHAIRPERSON

Chairpersons of committees have a very important role in relation to their committees. Often, Chairpersons are chosen because of particular expertise they might have in the matters under consideration, or because they hold a senior position with accountability for policy or operations in the area under consideration.

A Chairperson:

a. oversees the drafting of the agenda and approves its circulation.
b. guides proceedings in an orderly manner & ensures that all business is effectively concluded, as far as possible.
c. must have thorough knowledge of relevant meeting procedures:
* standing orders
* procedural motions
* points of order
* acceptance of motions
* voting on motions
* controlling the order of speakers & ensuring debate is relevant
* adjournment
d. should be briefed, as necessary, on agenda content and important issues, and should seek briefings as appropriate.
e. checks draft minutes before circulation.
f. should consult, ie ensure that those likely to be affected by decisions are prepared for the decisions.

ROLE OF SECRETARY/EXECUTIVE OFFICER

In consultation with Chairperson, the secretary will typically prepare the agenda, minutes, an action sheet, i.e. a record of the process, deliberations and outcomes of the meeting, tailored to the needs of the body concerned.

The secretary should:

a. advise the Chair on procedure as required.
b. anticipate matters to be attended to by the committee, plan the agenda ahead and plan the collection of required material for consideration by the committee or working party.
c. liaise with the Chair and relevant stakeholders in the preparation of material.
d. prepare follow-up correspondence indicating decisions made at each meeting.
e. prepare reports for senior committees/executive staff arising from the meeting.
f. gather, analyse and present data, and prepare submissions, policy drafts, reports of reviews.
g. provide administrative support, e.g. members' accommodation and travel, catering, venue arrangement, audiovisual and other equipment.
h. liaise with relevant executive officers who must implement outcomes.
i. conduct necessary elections for membership to the committee.

Ideally, the secretary should be part of the administrative structure and process of which the committee or working party forms a part. In this way, the secretary will be best positioned to anticipate needs and to give advice on relevant issues.

Role as Secretary in Government

Duties and responsibilities as local Secretary include the following:

a. Provide a communication link between members and the President.
b. Perform all duties as required by the Constitution and Local Bylaw.
c. Maintain a current record of Local membership.
d. Record minutes of all Local meetings.
e. Furnish International and District with proper records and reports as required.
f. Handle correspondence.
g. In cooperation with Treasurer, implement budget.
h. Share responsibility for internal and external organizing.
i. Make worksite visits.
j. Inform President and (Executive) Vice-President of changes in International and/or District procedures.
k. Remind President of items for agendas of meetings.
l. Cooperate with other officers in furnishing proper reports to government.
m. Become involved in Local decision-making processes.
n. Work as a member of the Local officers' team.

What are the roles of a secretary?

the roles of a secretary is to open a particular bank account, the bank apparently need a signature of the chairman and the secretary...why the secretary?i thought secretarys like does what the boss orders them to do..like small errands...The Corporate Secretary is a high ranking officer of the company. The Corporate Secretary should not be confused with an administrative assistant (that which is commonly called "secretary").

THE ROLE OF THE CHAIRMAN

The Chairman and the Chief Executive collectively are responsible for the leadership
of the Company. The Chairman’s primary responsibility is for leading the Board and
ensuring its effectiveness whilst the Chief Executive is responsible for running the
Company’s business.

The role of the Chairman includes:

a. setting the Board agenda, ensuring that Directors receive accurate, timely and clear
information to enable them to take sound decisions, ensuring that sufficient time is
allowed for complex or contentious issues, and encouraging active engagement by
all members of the Board;

b. taking the lead in providing a comprehensive, formal and tailored induction
programme for new Directors, and in addressing the development needs of
individual Directors to ensure that they have the skills and knowledge to fulfil their role on the Board and on Board Committees;

c. evaluating annually the performance of each Board member in his/her role as a
Director, and ensuring that the performance of the Board as a whole and its
Committees is evaluated annually. Holding meetings with the non-executive
Directors without the executives being present;

d. ensuring effective communication with shareholders and in particular that the
Company maintains contact with its principal shareholders on matters relating to
strategy, governance and Directors’ remuneration. Ensuring that the views of
shareholders are communicated to the Board as a whole;

e. as Chairman of the Nominations Committee, initiating change and planning
succession in Board appointments (other than in relation to the appointment of a
successor as Chairman) in accordance with procedures agreed from time to time by
the Board;

f. together with the Chief Executive, providing input to the Remuneration Committee in relation to both its recommendations to the Board on the policy for the remuneration of the Executive Directors and its approval of the detailed terms of service of the Executive Directors and the Company Secretary;

g. together with the Chief Executive, advising the Board in its determination of the fees of the Non-Executive Directors (other than the Chairman);

h. being available to the Chief Executive to advise on matters relating to strategy and operations;

i. in conjunction with the Chief Executive, representing the Company to customers,
suppliers,government,shareholders,financial institutions and the community.

Roles of the Chairman and Chief Executive

Through the appointment of a Chairman of the Board and a Chief Executive, the Board splits the running of the Board (delegated to the Chairman) and executive responsibility for the running of the Group’s business (delegated to the Chief Executive).At the time of appointment, the Chairman should be independent of the Company as that term is defined in the Combined Code.

The Chairman is responsible for: -

a. the leadership of the Board ensuring its effectiveness and setting its agenda;
b. ensuring that directors receive accurate, timely and clear information and that an effective consensus is achieved on all key Board responsibilities;
c. ensuring effective communication with shareholders;
d. a performance evaluation of the Board, its committees and individual directors;
e. through a close, constructive working relationship with the Chief Executive, jointly developing with him the Group’s strategy and overseeing its implementation subject to the approval and oversight of the Board as a whole;
f. facilitating effective contribution of non-executive directors and relations between executive and non-executive directors.


Specifically it is the responsibility of the Chairman to: -

a. run the Board and, with the assistance of the Chief Executive, set its agenda ensuring sufficient time is given to consider critical issues. The agenda should take full account of the issues and the concerns of all Board members. Agendas should be forward looking and concentrate on strategic matters rather than formulaic approvals of proposals which can be the subject of appropriate
delegated powers to management;
b. ensure, with the assistance of the Executive members of the Board, that the members of the Board receive accurate, timely and clear information, in particular about the Company’s performance, to enable the Board to take sound decisions, monitor effectively and provide advice to promote the success of the Company;
c. ensure effective communication with shareholders and ensure that the members of the Board develop an understanding of the views of major investors;
d. manage the Board to ensure that sufficient time is allowed for discussion of complex or contentious issues, where appropriate arranging for informal meetings beforehand to enable thorough preparation for the Board discussion. It is particularly important that non-executive directors have sufficient time to consider critical issues and are not faced with unrealistic deadlines for decision-making;
e. take the lead in providing a properly constructed induction programme for new directors that is comprehensive, formal and tailored, facilitated by the Company Secretary;
f. take the lead in identifying and meeting the development needs of individual directors, with the Company Secretary having a key role in facilitating provision. It is the responsibility of the Chairman to address the development needs of the Board as a whole with a view to enhancing its overall effectiveness as a team;
g. ensure that the performance of individuals and of the Board as a whole and its committees is evaluated at least once a year;
h. ensure that succession planning for key roles within the Group is considered on a regular basis.The Chairman will act as Chairman of the Nomination Committee of the Board;
i. take principal responsibility for assessing the performance of the Chief Executive;
j. ensure an effective relationship between executive and non-executive directors, acting as the principal conduit for communications and issues relating to business strategy, planned acquisitions and corporate governance;
k. ensure that Board committees are properly structured and all corporate governance matters are fully addressed;
l. encourage active engagement by all the members of the Board.
m. The Chief Executive is responsible to the Board for the implementation of the decisions of the Board and of the strategy adopted by the Board. He is also responsible for the accurate and timely preparation of information for the Board.

Together with the other executive members of the Board, the Chief Executive is responsible for the operation of the business of each member of the Group, the identification of acquisition opportunities and all other matters not expressly reserved to the Board, its Committees or the Chairman. In particular, he is responsible for:-

a. the profitability and overall performance of the Group;
b. the formulation of strategy for the Group and communication of matters affecting the Group to both internal and external parties;
c. the overall system of control operated within the Group;
d. the management of the businesses of the Group in accordance with the strategy approved by the Board, incurring capital and revenue expenditure on projects and new initiatives as appropriate to meet the objectives contained in that strategy;
e. an effective and motivated management team and its succession planning;
f. all matters affecting operations, performance and strategy of the Group within the authority delegated by the Board.

Minutes(meetings)

Minutes, also known as protocols, are the instant written record of a meeting or hearing.They often give an overview of the structure of the meeting, starting with a list of those present, a statement of the various issues before the participants, and each of their responses thereto. They are often created at the moment of the hearing by a typist or court recorder at the meeting, who may record the meeting in shorthand,and then prepare the minutes and issue them to the participants afterwards. Alternatively, the meeting may be audiorecord or notes taken, and the minutes prepared later. However it is often important for the minutes to be brief and concentrate on material issues rather than being a verbatim report, so the minute-taker should have sufficient understanding of the subject matter to achieve this. The minutes of certain entities, such as a corporate board of directors,must be kept and are important legal documents.

Contents

a. Public minutes

Most public meetings and governmental hearings follow prescribed rules. Often speakers' words are recorded verbatim,or with only minor paraphrasing,so that every speaker's comments are included. This is generally required at public hearings that are called to address a particular issue, as distinct from other types of public meetings, which may not strictly require verbatim records of all comments made.

b. Format

Generally, minutes begin with the name of the body (eg a committee) holding the meeting, place, date, list of people present, and the time that the chair called the meeting to order. The minutes then record what was actually said at the meeting, either in the order that it was actually said or in a more coherent order, regardless of whether the meeting follows (or ignores) any written agenda.A less often used format may record the events in the order they occur on the written agenda, regardless of the actual chronology.
Since the primary function of minutes is to record the decisions made, any and all official decisions must be included. If a formal motion is proposed, seconded, passed, or not, then this is recorded. The voting tally may also be included. The part of the minutes dealing with a routine motion might note merely that a particular motion was "moved by Ann and passed unanimously." It is not necessary to include the name of the person who seconds a motion. Where a tally is included, it is sufficient to record the number of people voting for and against a motion (or abstaining), but requests by participants to note their votes by name may be allowed. If a decision is made by roll call vote,then all of the individual votes are often recorded by name. If it is made by general consent without a formal vote, then this fact may be recorded. Tallies may be omitted in some cases (e.g. a minute might read "After voting, the Committee agreed to...").
It is also often common for adherents to the "less is more" approach to include certain facts: for example, that financial reports were presented,or that a legal issue (such as a potential conflict of interest) was discussed, or that a particular aspect of an issue was duly considered, or that a person arrived late (or left early) at a particular time. The minutes may end with a note of the time that the meeting was adjourned.
Minutes in businesses and other private organizations are sometimes submitted by and over the name of the officer of the organization or committee who is responsible for them (often the Secretary - not the typist, even if the typist actually drafted the document!) at a subsequent meeting for review. The traditional closing phrase is "Respectfully submitted," (although that phrase is slowly falling out of use) followed by the officer's signature, his or her typed (or printed) name, and his or her title.
If the members of the committee or group then agree that the written minutes reflect what happened at the meeting, then they are approved, and the fact of their approval is recorded in the minutes of the current meeting. If there are major errors or omissions, then the minutes will be redrafted and submitted again at a later date. However minor changes may be made immediately, and the amended minutes may be approved "as amended" or e.g. "subject to adding Amanda Schroder's name to the list of attendees". It is normally appropriate to send a draft copy of the minutes to all the members in advance of the meeting so that the meeting need not be delayed while everyone reads and corrects the draft. It is also unwise to approve minutes which one has not read.
Business and other meetings commonly assign tasks to individuals (or bodies). Usually (but not always) this is someone who is attending the meeting. This is known as "placing an action". The assignment of a task to an individual is an important decision by the meeting and so all actions must be accurately recorded in the minutes. Reviewing past actions often takes a prominent place in the agenda.

Agenda (meeting)

An agenda is the list of meeting activities in the order in which they are to be taken up,beginning with the call to order and ending with adjournment.It usually one or more specific items of business to be considered.It may,but is not required to,include specific times for one or more activities.An agenda may also be called a docket.

Contents in an Agenda:

1. Etymology-Originally agenda was a plural word,a Latin term for"things [needing] to be done".What is now known as an agenda is a list of individual items,each of which was originally referred to as an agenda.In modern English,however,it is equally acceptable,and more common, to refer to the list as a whole as the agenda for the meeting.This modern English word is singular,and has a plural of agendas.

2. Explanation-In business meetings of deliberative bodies,the agenda may also be known as the orders of the day.The agenda is usually distributed to a meeting's participants prior to the meeting,so that they will be aware of the subjects to be discussed, and are able to prepare for the meeting accordingly.
In parliamentary procedure, an agenda is not binding upon an assembly unless its own rules make it so,or unless it has been adopted as the agenda for the meeting by majority vote at the start of the meeting.Otherwise,it is merely for the guidance of the chair.
If an agenda is binding upon an assembly,and a specific time is listed for an item,that item cannot be taken up before that time,and must be taken up when that time arrives even if other business is spending.Ifit is desired to do otherwise,the rules can be suspended for that purpose.

3. Form of agenda-The agenda is usually headed with the date,time and location of the meeting,followed by a series of points outlining the order of the meeting.
Points on a typical agenda may include:
a. Welcome/open meeting
b. Support of absence
c. Approve minutes of the previous meeting
d. Matters arising from the previous meeting
e. A list of specific points to be discussed-this section is where the bulk of
the discussion as well as decisions in the meeting usually takes place.
f. Any other business (AOB)-allowing a participant to raise another point for discussion.
g. Arrange/announce details of next meeting
h. Tea,biscuits or else
i. Close meeting

Scheduling Meetings

The traditional method of scheduling meetings is by phone or email.The meeting organizer will either manage the scheduling themselves,or delegate to an admin assistant.

However,there are also a variety of web scheduling services that facilitate the process by allowing the proposing of multiple times,managing scheduling conflicts, and automatically adjusting for time zones.

Meeting Frequency Option

Since a meeting cab be held once or often,the meeting organizer has to determine the repetition and frequency of occurrence of the meeting.Option generally include the following:

1. A one-time meeting is the most common meeting type and covers events that are self-contained.While they may repeat often,the individual meeting is the entirety of the event.This can include a 2006 conference.The 2007 version of the conference is a stand-alone meeting event.

2. A recurring meeting is a meeting that recurs periodically,such as an every Monday staff meeting from 9.00AM to 9.30AM.The meeting organizer wants the participants to be at the meeting on a constant and repetitive basis.A recurring meeting can be ongoing,such as a weekly team meeting,or have an end date,such a 5 week training meeting,hald every Friday afternoon.

3. A series meeting is like a recurring meeting, but the details differ from meeting to meeting.One example of a series meeting is a monthly"lunch and learn" event at a company,club,or organization.The placeholder is the same,but the agende and topics to be covered vary.This is more of a recurring meeting with the details to be determined.

Type of Meetings

Meetings may be divided into many categories:

1. Status Meetings-generally Leader-led,which are about reporting by one-way
communication.
2. Work Meetings-which produce a product or intangible result such as a decision.
3. Staff Meetings-typically a meeting between a manager and those that report to the manager.
4. Team Meetings-a meeting among colleagues working on various aspects of a team project.
5. Ad-hoc Meetings--a meeting called together for a special purpose.
6. Management Meetings-A meeting among managers.
7. Board Meetings-a meeting of the Board of directors of an organization.
8. One-on-one Meetings--a meeting between 2 individuals.
9. Off-site Meeting-also called "offside retreat" and known as an Awayday meeting in the UK.
10. Kick-off Meeting--is the first meeting with the project team and the client of the project to discuss the role of each team member.
11. Pre-Bid Meeting--is a meeting of various competitors and or contractors to visually inspect a jobsite for a future project.The meeting is normally hosted by the future costumer or engineer who wrote the project specification to ensure all bidders are aware of the details and services expected of them.Attendance at the Pre-Bid Meeting may be mandatory.Failure to attend usually results in a rejected bid.

Meeting

Meeting
In a meeting,2 or more people come together for the purpose of dicussing a (usually) predetermined topic such as business or community event planning, often in a formal setting.

In addition to coming together physically (in real life,face to face),communication lines and equipment can also be set up to have a discussion between people at different locations,e.g. a conference call or an e-meeting.

In organizations,meetings are an important vehicle for personal contact.They are so common and pervasive in organizations,however,that many take them for granted and forget that,unless properly planned and executed,meetings can be waste of time and resources.

Because of their important,a career in professional meeting planning has emerged in recent years.In addition,the field of Meeting Facilitation has formalized with an internationally-recognized "Certified Professional Facilitator" designation through the International Association of Facilitators (IAF).

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my 1st time

salam persahabatan...
this is my 1st time involved myself in Blog section..i dont't expect that i will create my own blog...i feel proud to take part in this blogger site..without my lecturer,i don't know how to build up my own blog..i use name "hugo dominic"...i hope u all will enjoy with my blog..thank you..
wassalam..