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Confrontation Meeting -: Vinod T.

Bidwaik

What is confrontation meeting? Confrontation meeting is an activity which allows entire management group, composed of individual from all levels of the organization to take a quick reading on its own health and within matter of hours to set action plan for improving it. This activity is based on a) E perience with an action oriented method of planned change. b) !t involves the entire in a "oint action#planning programme. c) The meeting can be conducted several times with one morning and one evening session involving only two or more hours out of usual working days. Where it is effective? a) $here there is a genuine commitment to solving the problems on the part of top management. b) Top management intends to improve the conditions rapidly. c) There is adequate cohesiveness in the top management team to ensure follow#up. Benefits of confrontation meeting. a) %irect communication is improved b) &orale of employees increased. c) 'etter work culture. d) !mprove inter department human relationship e) (et solutions on day#to#day problems. Elements of confrontation meeting a) Climate setting b) !nformation collection c) !nformation sharing d) )riority setting * grouping planning. e) +rganization action plan f) !mmediate follow#up by top team g) )rogress review.

A Climate setting

!t requires one hour. !n the very beginning, the top e ecutive communicates to the entire management group his ob"ectives for the meeting and his concern for and interest in open discussion and problem facing. B !nformation collection !t requires one hour. The entire group of employees is divided into small heterogeneous units consisting of seven to eight participants. !f there is top management group it meets as a separate unit. ,o boss and subordinates are placed together. Each unit consists of participants from each functional area. The assignments to these units like.) /ourselves as an individual with needs and goals. 0) 1s a person concerned about total organization. 2) $hat are the obstacles3 a) %emotivators b) )oor policies * procedures c) 4nclear goals d) )oor attitude, which e ists today. 5) $hat different conditions if any would make the organization more effective and make life in the organization better3 Each unit is advised to choose to reporter to present its finding at a general information sharing to be conducted an hour later. C !nformation "haring Each unit6s representative writes his unit6s entire results on a sheet paper, which is displayed at a meeting hall. &eeting leader provides some ma"or categories in which all the data from all the sheets can be classified. E.g. !f there are .77 items, the possibility is that these can be classified into 8#9 groups involving heading such as communication difficulties, problem with top management etc.

The data sheet is duplicated for the purpose of circulation. # $riorit% setting and gro&' action 'lanning !t involves one hour or more. The entire group engages itself in a .: min general session. $ith the meeting leader the participants go through the raw data on the duplicated sheets and assign a category number to each element of data. )eople assemble in their functional natural work units in for one or more hours. Thus ;< members drawn from all level assemble in one unit, in technical another and so on. %; presides over the unit. Each unit is assigned three specific tasks. !t is required to discuss the problems and issues, which influence its areas of work, and to ascertain the priorities and early actions to which the group is willing to commit itself. !t is required to identify the issues and problems to which the management team should give ma imum priority. !t is required to ascertain as how to communicate the findings of the session to their subordinates.

E (rgani)ational Action $lan !t requires two hours. Total group is assembled in a general session. Each functional unit reports its commitments and plans to the total group. <eports and enlists the items which its members believe the management team should deal with first. Top management is required to react to this list and make commitments for action where needed.

Each unit is required to share briefly its plan for communicating the results of confrontation meeting to all subordinates. * !mmediate follow-&' <equires .#2 hours. Top management team is required to meet immediately after the completion of the confrontation meeting to plan first a set of follow up action which is to be reported ultimately back to the total management group within a few days. + $rogress ,eview 1fter specific intervals progress review of confrontation meeting is to be taken by top management team. Confrontation Meeting $rovides .) The top management with accurate information regarding an organisation health and the opportunity to make suitable action decision based upon proper information from the organisation. 0) The units with the opportunity to establish priorities for improvement, an increased involvement in the organisation ob"ectives as well as a real commitment to action. 2) 1 basis for ascertaining other mechanisms for communication between levels and group, proper direction of decision, problem solving within sub#units as well as the tool for upward influence. A&thor: =inod T. 'idwaik &aster of )ersonnel &anagement >&)&), research fellow from /C&+4, ?aw graduate, having rich e perience in @trategic business, !ndustrial <elations, ;uman <esource and other facets of ;<& and )roduction * +peration &anagement. ;e is working as a ;ead#;< * !< in @empertrans ,irlon ?td, ma"or conveyor belt manufacturer in 1sia. ;e is on the panel of visiting faculties for various &anagement * Engineering institutions and on advisory board of C%? * ;). ;e is the life member of 'ombay &anagement 1ssociation, E ecutive council member of ,!)&, and &anufacturesA 1ssociations. &oderator of ;<(e clusive.

A Sample Start-Up or Transition Meeting Agenda


1. Introductions of each team member Career history and background, education, family, personal interests or hobbies 2. Talk with the leader The leaders vision of and e pectations of the team !eadership style, "hot buttons,# work preferences, values $ersonal, "getting to know you# interview with the leader Team member e pectations and needs of the leader %. & ploration of team charter, mission, and purpose '. & ploration of team goals and ob(ectives $riorities Timelines and milestones )etrics *type, number, fre+uency of updates, targets, communication of results, -. & ploration of team member roles and responsibilities Team member roles, titles, (ob functions, interdependencies among members .. /greement on team norms and guidelines for work 0ow will we make decisions1 2hat will be our basic method for work *individual tasks, subcommittees, the whole group considers all topics,1 0ow do we make sure that everyone gets a chance to discuss issues or raise concerns1 0ow will we communicate and resolve differences1 0ow will we ensure the completion of work1 0ow will we change things that are not producing results1 3. /greement on team meetings & pected attendance 4re+uency !ength !ocation 5sual topics /genda

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