BSBADM502B

BSBADM502B
Manage Meetings
CRICOS: 02992E
Version 2.2 July 2014
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Learning Outcomes (1)

This unit describes the performance
outcomes, skills
and knowledge required to manage a range
of
meetings including overseeing the meeting
preparation processes, chairing meetings,
organising the minutes and reporting
meeting
outcomes.
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START Session

This unit applies to individuals employed in
a range
of work environments who are required to
organise
and manage meetings within their
workplace,
including conducting or managing
administrative
tasks in providing agendas and meeting
material.
They may work as senior administrative
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staff or may

At the end of this unit you should be able to
demonstrate competency in:
Preparing for meetings
Conducting meetings
Following up after meetings
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Preparing for Meetings
Developan
agendain line with
statedmeeting purpose
Ensure
style and structure of the meeting
are appropriate to its purpose

Identify
meeting participants and notify
them in accordance with organisational

procedures
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Conducting Meetings
Chair
meetings in accordance with
organisational requirements,
agreedconventionsfor type of meeting
andlegal and ethical requirements
Conduct
meetings to ensure they are
focused, time efficient and achieve outcomes
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Conducting Meetings
Ensure
meeting facilitation enables
participation, discussion, problem-solving

andresolutionof issues
Brief
minute taker on method for
recording meeting notes in accordance

with organisational requirements and
conventions for type of meeting
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Following up meetings
Check
transcribed meeting notes
Ensure they reflect a true and accurate

record of the meeting
Ensure
they are formatted in
accordance with organisational

procedures and meeting conventions
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Distribute
andstore minutesand other
follow-up documentation within designated

time lines, and according to organisational
requirements
Report
outcomes of meetings as required,
within designated time lines

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Distribute
andstore minutesand other
follow-up documentation within

designated time lines, and according to
organisational requirements
Report
outcomes of meetings as required

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Preparing For Meetings
Section 1
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Meetings
What
are they?
Formal
or informal deliberative
assembly of individuals
called together
Why
To
are they conducted?

debate certain issues and
problems, and to take decisions.

(BusinessDictionary.com: http://www.businessdictionary.com/definition/meeting.html
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Timing (1)
Meetings should be scheduled when:
There is no better or less expensive way to get

the job done (telephone, fax, memo, email etc)
You need to present information to a group of

people quickly and writing it would be
inappropriate
You need to gain commitment
You want to motivate people and create

energy about an idea
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Timing (2)
Meetings should be scheduled when:
(cont)
You need other people to help solve problems

or implement solutions or decisions
You need to generate discussion or ideas
You need to inform others about important

information
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Timing (3)
Incorporated (Proprietary) Companies (Pty Ltd or Ltd)
General Meetings can be held at any time and the frequency will
depend on the activities of your incorporated association.General
meetings can be called at any time in accordance with the rules
The Management Committee should meet as often as necessary

to properly manage the affairs of the incorporated association, but
it mustmeet at least once every four months.

Annual General Meeting
The AGM is attended by the management committee, members and
other invited guests. This meeting is a public statement about your
incorporated associations financial position and the activities and
achievements of the previous year. The AGM is an opportunity for
your incorporated association to officially elect office bearers and to
present audited or verified financial statements to your members.
AGMs must be held within six months after the end of the
incorporated associations financial year.
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Timing (4)
Public Companies
A public company, publicly traded company, publicly held company, or

public limited company is a limited liability company that offers its
securities for sale to the general public, typically through a stock exchange,
or through market makers operating in over the counter markets.
The Annual General Meeting (AGM) must be held annually after company
results are announced.
It provides an opportunity for shareholders to be updated on the

performance of the company
Directors remuneration for the next year is approved by shareholders
Appointment of auditors for the next year needs to be approved by

shareholders
NOTE: Shareholders of a Publicly Listed Company have no rights to

information about the companys performance but it would be unwise for
any company not to keep shareholders informed.
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Timing (5)
Private Listed Companies

There is now no statutory requirement for a private
company to hold any general meetings, not even an
Annual General Meeting. This change was introduced
when Part 13 (sec281 - sec361) of the Companies Act
2006 came into effect on 1st. October 2007. Before
that, all companies were required to hold an Annual
General Meeting, though since the 1989 Act came into
effect it has been possible for private companies to opt
out if holding AGMs, by passing a (now defunct) elective
resolution.
Some companies' articles will require them to hold an
AGM and any such provision will continue to be binding
on the company until the articles are amended. A
company may hold an AGM even though not bound to
by the Act or its articles.
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Timing (6)
Skip Meetings if:
There is nothing specific to discuss
You have already made up your mind
You dont need the input of others
Involving others would complicate matters
Its just a substitute for real work or a stalling

device
Its only to rubber-stamp a decision
Its a power trip
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Preparing for Meetings

Preparing for meetings involves the
following steps:
Deciding the purpose and Agenda
Selecting the appropriate meeting
structure
Identifying the participants and
notifying them
Confirming the meeting arrangements
are in-line with the requirements
Dispatching the meeting papers to the
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Areas of Responsibility (1)

Organisation
/ Business To provide
policy & procedures

Executive
or chairperson organising
and running the meeting

Members
or participants to actively
participate and contribute to the areas

requiring their expertise
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Areas of Responsibility (2)

When the areas of responsibility are dealt
with
efficiently, meetings will be the most
productive and
will not result in a waste of resources
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Purpose of Meetings (1)

Meetings can be held to:
Provide
Clarify
Give
information
information
and receive feedback
Provide
Allow
training
discussions
Encourage
problem-solving
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Purpose of Meetings (2)

Discussion
forum for internal or external
clients
Planning
and development of a project
Progress
of a project
Range
of business items
Setting
of enterprise or team goals

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Agenda
A
list of the meetings business items
Prepared
by the secretary in consultation
with the meetings executive or

chairperson, and distributed before the
meeting
It
gives participants a brief to prepare
information, form opinions and consider a

course of action
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Contents of An Agenda (1)

Agendas can include:
Correspondence
Date,
Date
time and location of meeting

of next meeting
General
Major
business
agenda items
Absentees
(Apologies)
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Contents of An Agenda
(2)
Statement
of the meetings purpose
Welcome
Minutes
of the previous meeting
Matters
or business arising from the
minutes
Reports
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Activity 1 - Example Agenda

(1))
XYZ Cricket Club
Meeting to be held 1st November 2013 - Clubrooms
AGENDA
1. Welcome
Study this
agenda and
2. Apologies
answer the
questions
3. Minutes of the last meeting
on the next
slide
4. Business arising from minutes
5. Reports
6. General Business
7. Review of action plan
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8. Close
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Activity 1 - Example Agenda

(2)
Are
all the listed sections important for
this meeting?
Can
any of them be omitted?
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Activity 2
Writing An Agenda
Rhodes College will be holding a meeting of
department heads on the first Tuesday of next
month. The meeting will take place in the
board room at Rhodes College head office
Level 7, 118 Queen Street, Melbourne VIC
3000. This meeting will commence at 10:30
am and will run for one hour. Discussions will
include budgets, timelines, staff attendance,
sales targets and OHS.
Develop an agenda for this meeting
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Date:
4 October 2014
Time:
10:30 -11:30 AM
Location:
Rhodes College
Level 7, 118 Queen Street Melbourne
VIC 3000
Meeting Agenda
Chair:
____________________________
Minute Taker: ____________________________
Absent: ____________________________
Meeting Topics
Agenda Items
Presented By
Budgets
____________
Timelines
____________
Staff Attendance
____________
Sales targets
____________
WHS ____________
Next Meeting: ___________
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Selecting The Structure

Meetings are broadly classified as:
Formal
Meetings
Formal
meetings have rules and
regulations
Informal
Meetings
Informal
meetings are less structured
than formal meetings

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Types of Formal Meetings (1)

Annual
General Meeting (AGM)
To inform interested parties of the

years progress and plans for the next
year
Example: Rhodes College annual

general meeting
An
AGM may be a legal or legislative
requirement for some organisations

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Extraordinary
General Meeting (EGM)
To inform members of unusual

circumstances and any potential
advantages and disadvantages to
shareholders, other interested parties and
the company
Example: A company takes over another

company
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Board
Meeting
To provide a forum for management and board

of directors
Example: Board meeting of a student

association, golf club, community bank
Departmental
Meeting
To discuss operations or to brief members
Example: Members of a university English

department
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Interdepartmental
Meeting
To discuss common policy with the most

senior person from each section or division
and to exchange information
Example: Heads of the various departments

in a university
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Operational
Meeting
To discuss new requirements or new

procedures
Example: IT support group required
Briefing
To pass information along the

organisations
channels to save time
Example: weekly briefing for staff
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Private
Meeting
To provide a forum for members and their
invitees
Example: Clubs like ACS, IEEE and other
professional associations
Public Meeting
To allow public to express opinions or give
public support to an issue
Example: A proposal to close a parkland to
general public, build a freeway or open a
waste dump
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Informal Meetings (1)

Held
to exchange information, solve
problems, make decisions or set goals

for a department or a team
Example:
the various members of a
team being briefed about their roles

before the commencement of a task
How are they different from formal
meetings?
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Informal Meetings (2)

Informal meetings may:
Be
often disorganised
Not
have a specific agenda
Have
a chairperson who often allows
discussions to be undirected
Be
ideal for situations where
brainstorming of ideas is required

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Effective Informal Meetings

Effective informal meetings evolve as follows:
Familiarisation members familiarise
themselves with the issues
Evaluation members discuss the issues
and make judgements
Consensus move to a group decision
Action commit and agree on the action to
be taken
Confirmation Convenor sends a memo,
confirming the decision and actions to be
taken
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End Session 1
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Other Types of Meetings

Information
giving meetings
Team-briefing
Regular catch-up meetings
Information seeking and exchange
meetings
Problem solving and decision making
meetings
Introducing change meetings
Planning meetings
Quality control meetings
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Productive Meetings (1)

Meeting Style and Structure
Choose
meeting methods that are

appropriate for the situation.
Explore
other options such as telephone

conferencing and video conferencing
before deciding that a physical meeting
is required, and decide what sort of
meeting is appropriate for the situation.
Subject
to obvious adaptations and

restrictions, the main principles of
running physical face-to-face meetings
apply to running virtual meetings.
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Productive Meetings (2)

The structure and style in running an
effective
meeting is hugely dependent on several
factors:
The situation
The organisational context
The team or the meeting delegates
Your position and relationship with the
team
The aims of the meeting.
You!
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Activity 3
Discussion
For
the meeting in Activity 2, determine

the meeting structure. Give reasons for
your selection.
How
can you ensure that this meeting is

productive?
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Identify Meeting Participants

The office bearers or executives of a meeting will
vary from company to company, but 4 constants
are:
President usually chairs the meeting
Vice / Deputy president fills in when president is
absent
Treasurer in charge of the financial matters
Secretary in charge of the administration &
paper work
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Who Should Participate?

The
decision about who is to attend
depends on what you want to

accomplish in the meeting.
Invite
only those directly involved in the
issues being discussed.

Consider
inviting representatives from
other departments to your own

department meetings.
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Contacting the Participants

Send
an e-mail.
Invite
participants requesting an
agenda item to contact you.
Summarise
all of the agenda requests

once they have been submitted to
you.
Send
the agenda to all the meeting

participants at least the day before the
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meeting
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Meeting Arrangements (1)

Before
you do anything else determine

your budget.
Pinning
down limits early in the planning

process helps other variables fall into
place, all of which depend on resources
available.
It's
not a bad idea to leave a little room in

your budget for those inevitable
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unforeseen expenses
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Meeting arrangements include:
Booking
an appropriate venue
Deciding
the seating arrangements if required
Deciding
on a process for recording the meeting
Establishing
costs and operating within a budget
Identifying
any specific needs of participants
Organising
accommodation and transport
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Organising
appropriate communication
technology
Organising
catering
Organising
a minute taker
Preparing
relevant documentation for
participants
Scheduling
meeting
a date and time for the

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Activity 4
You are about to hold a meeting for the WH&S team in
your
organisation. There are some WH&S issues and you
have
asked one of the team members to prepare a
PowerPoint
presentation on the issues and their impact on the
workplace.
Where would you hold such a meeting and why would you
choose this venue?
Draw up a list of the equipment and resources you would
need and describe the seating arrangement you would
organise, giving reasons for seating participants according to
your plan
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Activity 4 Meeting
Arrangements (2)
(Continued)
How would you structure the meeting and
what time frames would apply? Give
reasons.
When and how would you distribute the
agenda?
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Confirm Meeting
Arrangements
Date
and time
Costs
Venue
Catering
Communication
A
technology
minute taker
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Minute Taker
Usually
Makes
prepares the agenda
a record of the meeting
proceedings
Writes
up the event in the form of
minutes and distributes to all who

attended as well as absentees
Notifies
the other relevant parties

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Pre-Reading and Meeting Papers

A
comprehensive agenda will save time
and increase productivity in the meeting.

One
of the key components is
the inclusion of supporting information.

If
it is sent too early, it may be lost or
forgotten; too late and it may not be

received or there may be insufficient time
for reading.
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Meeting Papers (1)

Meeting papers are documents that are
required at
the meeting for discussions. They include:
Agenda
Chairperson's
report
Correspondence
Draft
documentation
Financial
Other
reports
reports e.g. Sales & Marketing, WHS

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Meeting Papers (2)

Itemised
Notice
meeting papers
of meeting
Previous
minutes
Research
reports
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Dispatching Meeting Papers

Dispatch
To
all participants
By
Administrative organiser
Should
Outline the following
Project timelines
Contractual obligations
Statutory requirements (if any)
Action plan and responsible persons

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Group Activity 1
Preparing For Meetings
Prepare
for the meeting in Activity
Prepare the Agenda
Identify the meeting participants
Appoint a minute taker
Prepare & Dispatch the meeting

documents
Notify the participants
Consider the appropriate meeting

arrangements
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Conducting Meetings
Section 2
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Standard Process
Meetings
should be the engine room of an

organisation.
The
constitution of an organisation
generally creates a framework of rules
about meetings.
Whether
your organisation is incorporated

or not, it is a good idea to have a clear set
of rules, based on Roberts Rules of Order*,
for the different types of formal meetings
that occur.
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Roberts Rules of Order (1)

Robert's
Rules of Order is the short title of

a book containing rules of order intended
to be adopted as a parliamentary authority
for use by a deliberative assembly.
Authored
by Henry Martyn Robert in 1976
The
procedures prescribed by the book

were loosely modelled after those used in
the United States House of
Representatives, with such adaptations as
Robert saw fit for use in ordinary societies.
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Roberts Rules of Order (2)
Point of Privilege
Parliamentary Inquiry
Point of Information
Orders of the Day (Agenda)
Point of Order
Main Motion
Divide the Question
Consider by Paragraph
Amend
Withdraw/Modify Motion
Commit /Refer/Recommit
to Committee
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Extend Debate
Limit Debate
Postpone to a certain
time
Object to
Consideration
Lay on the Table
Take from the Table
Reconsider
Postpone Indefinitely
Previous Question
Informal
Consideration
Appeal Decision of
the Chair
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64
Choosing the Right Level of

Formality
Your
committee should choose the right

level of formality for your purpose.
This
will be reflected in your standing

orders.
Level
of formality will vary for type of

meeting.
Less
formality is needed for a problem

solving, brainstorming or creative meeting;
more is called for in an AGM or committee
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business meeting.
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Meeting Procedures or Standing Orders (Meeting Rules)
Meeting
procedure is based on a tradition

of democratic principles by the majority.
A clear set of meeting procedures can
make meetings more efficient and
productive:
Decisions are made in accordance with
democratic principles
Minority opinion is respected
A few overpowering people dont
impose their will
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Using Agreed Conventions

Every
organisation will have certain
conventions for conducting meetings

Use
the meeting conventions set by
your organisation to conduct meetings

efficiently and within the organisations
policy and procedures
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Meeting Conventions
Quorum
requirements
Restricting
discussion to
agenda items
Speaking through
the chairperson
Time limit on
speakers
to bea
A conflict of interest occurs when a Waiting
person casting
recognised
by the
vote has a vested interest in the issue
for which votes
are to be cast.
chairperson
e.g. Person is the owner of a cleaning
company
Voting
procedures
rendering for
Casting vote for chairperson

Conflict of interest provisions
Consensus required
Informal discussion
Majority of members
to agree
Moving and seconding
formal motions
business. In this case the owner would declare a

conflict of
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The Chair (1)
The person who controls the meeting is referred

to as being 'in the chair', and is usually referred
to as the Chair.
The Chair of the board of directors of a small

company is usually the owner of the company.
In larger companies the Chair of the

board of directors will be a person
elected to the position by shareholders.
NOTE: The terms chairwoman and chairman are no longer used.

Chair or Chairperson are normally used.
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The Chair (2)

AChair
may hold the position according to
their role in an organisation.

For
example, a manager of a workgroup may
chair meetings of that group.

In
community organisations and clubs a
Chair may be elected by the membership.

Informal
or ad hoc meetings may elect a
Chair at the start of the meeting.

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The Role of the Chair (1)

Outlining
issues
Clarifying
motions and amendments,
especially after prolonged debate

Guiding
and regulating debate
Moving
the discussion forward
Keeping
the group focused
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The Role of the Chair (2)

Progressing
through the agenda

systematically, ensuring all items are
covered
Summarising
progress at regular points

during and at the conclusion of the
meeting
Putting
each motion to the vote
Overseeing
the vote and declaring the
result
Ensuring
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Voting Procedure
There are number of ways of taking a vote.
The most
common are:
Voice
Show
of hands
Ballot
Proxy
Voting
Proxy vote when someone else votes on your behalf
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Quorum
A
quorum is the number of members that must be

present for the business to be valid and a way of
ensuring that meetings are democratically
representative of members.
Decisions
made at a meeting without a quorum

are not binding on members.
Quorums
can vary in number for different types of

meetings.
For
small organisations a quorum will usually be

somewhere between 5 and 10 but for larger
organisations a quorum will me 20 or more.
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Methods of Communication (1)

Synchronous communication
The participants meeting at the same

time.
They may be in the same location,

communicating face-to-face in an office or
meeting room,
or in different locations, communicating
by telephone or videoconference,
collaboration software, live chatting etc
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Methods of Communication (2)

Asynchronous communication
The participants communicate at different
times. Location becomes irrelevant to this
type of communication, which often
involves the use of collaboration software
like:
bulletin boards and threaded discussions

desktop/non-real time conferencing
workflow/process management
email
group calendaring
scheduling and group document management.
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Activity 5 Meeting Procedures

Read the given scenario from a
meeting on the next
slide
Make a list of the procedural motions
used.
Do you think that meeting procedures are
necessary for the conduct of business in a
meeting?
Why/why not?
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Activity 5 Meeting Procedures

Read the scenario below and proceed to the
next slide
A meeting of the Shuttle Engineering Company was held on 1 st November 2013

at 2:30pm in the boardroom.. Present were Michael Space (General Manager) ,
Steven Stars (Financial Controller), Peter Jobs (Head of Manufacturing) , Sally
Struthers (HR), Robert Rogers (Risk Management) and Lilly Brown (Minute
Secretary) William Astro (Sales) was an apology due to a medical appointment.
The meeting discussed a fall in sales, a safety incident in the factory, the
recruitment of a new receptionist including the termination of the existing one
and a letter of complaint from a customer (Miss Jackson) about the quality of a
particular product. The letter was tabled as correspondence.
Following discussion it was agreed that Michael Space would discuss the fall in
sales at a future meeting when William Astro could be present. There was
unanimous support for the replacement of the receptionist and Sally Struthers
was authorised to proceed with the termination of Mary Brown due to repeated
lateness for work and commence the process for a replacement. Steven Stars
and Sally Struthers would interview candidates following the production of a
short list of applicants. The letter from Miss Jackson was discussed at length and
Robert Rogers was authorised to meet with her to further examine who
concerns. There were no general business items and the meeting concluded at
4:00pm
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Minutes
Minute
taking has a long tradition and

formal minutes are usually based on
Roberts Rules of Order.
Your
committee must decide how formal

and comprehensive it needs the minutes to
be.
This
decision will be influenced in part by

the level of accountability that is required
either by legislative obligations or by the
need to report to shareholders or other
parties
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Start Session 4
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Taking Notes
Ensure minute taker is briefed on the
method for
recording meeting notes in accordance
with
organisational requirements and
conventions for
type of meeting
Taking
Using
notes in shorthand
a tape recorder
Taking
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notes in long hand
80
1.
2.
3.
4.
Activity 6 Recording Minutes

(1)
Read the transcript below
and
proceed
to
the
next
slide
The manager, Peter Jones, met with his secretary Robyn Green to discuss some
concerns he had about her work performance. He outlined the following issues.
Robyn had been late for work on 5 occasions within the last month. Four of
these occasions were on a Monday and the lateness varied from 10 to 45
minutes.
On previous occasions Robyn was requested not to wear very short skirts to
work as most of the workforce were male and the skirts diverted the workers
attention and created a possible hazard in the factory
The letter written by Robyn for the successful applicant for the recently
advertised receptionist position had contained numerous spelling errors and
the package sent did not include a Tax Declaration or Superannuation form.
This is the second occasion when offers of employment had not been up to the
required professional standard.
Robyn had been overheard arguing with the production manager in the lunch
room. It had been reported that Robyn, and the production manager, had used
extremely strong and unpleasant language to each other and this had been
heard by a client who was in reception.
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Activity 6 Recording
Minutes (2)
Refer to the given scenario on the
previous slide.
What are at least four main points that
should be recorded from this discussion?
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Conflict Resolution (1)

Meeting
participants need to know how much

decision-making power is delegated to them.
Participants
should not feel they have to

ignore their opinions in order to promote
consensus.
In
effective decision making, a good team

player is not the person who yields in the face
of opposition, but rather, the person who is
willing to make the important, yet sometimes
unpopular, points
CRICOS: 02992E
83
Conflict Resolution (2)

At a meeting, conflict resolution means
the
participants have all either:
agreed
have
on a course of action or
deferred the decisions to another
meeting
CRICOS: 02992E
84
Keeping it Legal and Ethical

(1)
Early in the planning stages, but after you
have decided
your purpose and type of meeting, thought
must be
given to the legal and ethical requirements.
These
include:
CRICOS: 02992E
85
Keeping it Legal and Ethical (2)

Codes
of Practice
Legislation
Public
The
Meetings
Anti-Discrimination Act (1992)
Ethical
principles
Privacy
laws
Copy
right
Work
Health & Safety (previously Occupational

Health & Safety)
CRICOS: 02992E
86
Meeting Ground Rules

Prepare
Do
adequately
not interrupt each other
Express
views completely and concisely
Engage
each other's thoughts, ideas and

opinions
Stay
focused on the topic under discussion
Start
and end meetings on time and arrive

at meetings punctually.
CRICOS: 02992E
87
Participating At A Meeting
Practise
courtesy and good meeting
manners
Express
Ask
your ideas and give feedback
relevant questions
Listen
carefully
Match
the nonverbal message to the
spoken one
Follow
up
CRICOS: 02992E
88
Practise, Courtesy and

Good Meeting Manners
(1)
Arrive
prepared and on time
Show
your readiness to be involved in

the meeting and in decision-making
Express
Listen
yourself clearly
to others and clarify points
Accept
and follow the agenda and the

specified time limits
CRICOS: 02992E
89
Practise Courtesy and

Good Meeting Manners
(2)
Avoid causing unnecessary interruptions
or distractions
Apologise
to the secretary if you must

leave early
Send
an apology to the secretary or ask

another member to do this if you cannot
attend the meeting
CRICOS: 02992E
90
Express your Ideas and

Give Feedback
Participate
fully in the meeting

Direct your comments to all the
members and occasionally summarise
your remarks
Ask others for feedback on what you
have said to confirm that your ideas
have been accurately received
Give feedback that acknowledges
and considers the ideas of others
CRICOS: 02992E
91
Ask Questions
Question
others when you are unclear

about something
Avoid questioning in a way that causes
unnecessary interruptions can be
perceived as a power play
Aim to increase understanding and
speed up the decision making
Avoid interfering with the time limit or
the order of agenda
CRICOS: 02992E
92
Listen Carefully
Avoid
making hasty judgements about
the ideas of others

Seek
clarification by paraphrasing other
peoples comments
Consider
Give
the ideas of others carefully
others the opportunity to expand
and explain their ideas
CRICOS: 02992E
93
Match the Non verbal

Message to the Spoken
Check
that your non-verbal

communication is assertive and treats
others as equals
Avoid using body movement that can be
interpreted as aggressive or submissive
Speak clearly and courteously with open
body language
Attend the meeting with acceptable
clothing and appearance
Ensure personal space of all participants
is used appropriately formal or informal
CRICOS: 02992E
94
Follow up Closing the

Meeting
Check
that everyone understands the

decision reached
Before the meeting concludes, verify
who will complete each agreed course
of action
Take part in planning for the next
meeting
Offer any contributions you wish to add
to the agenda for the next meeting
Complete any required tasks before the
next meeting
CRICOS: 02992E
95
Avoid The Following Mistakes

Failure
to prepare
Failure to inform others in advance
Poor sequence of agenda
Going off the track
Failure to take down minutes
Arriving late and starting late
Inhibiting discussions
Too much control or too relaxed
Rushing
CRICOS: 02992E
96
Communication Barriers
Communication barriers at meetings can
result from
poor leadership or poor membership skills or
a
combination of both. They interfere with and
prevent productive results.
Poor verbal skills
Inappropriate nonverbal skills
Poor listening
Unwillingness to participate
CRICOS: 02992E
97
Communicating to Different
Cultures (1)
Use
words that include people rather than

exclude
Learn
the demographics of the audience

before your presentation and prepare
accordingly
Do
not assume everyone shares your

religious beliefs
Look
at everyone in the audience and

smile at them. CRICOS: 02992E
98
Cultures (2)
Do
not use humour that puts down any

particular group.
Examine your assumptions about people
who are different to you
Do not be afraid to ask the correct
pronunciation of someones name
If someone has an accent you cant
understand, ask them to repeat what they
said slowly, because what they are saying
is important to you
CRICOS: 02992E
99
Cultures (3)
Use
methodology in your presentation
to accommodate different learning

styles, visual, auditory and kinaesthetic
(physical activity)
Be
comfortable with silence. In some
cultures that can mean respect and

attention.
Be
comfortable with direct interaction.
Be
comfortable with saying I dont

CRICOS: 02992E
100
Activity 7 Communication (1)
John, Mary and Peter were called to a meeting with HR Manager Amanda to
discuss an argument they had on the factory floor. Peter is relatively new to
the company and is a practicing Muslim. They are seated around a square
table in one of the company meeting rooms.
When Amanda commenced the meeting, Mary interrupted and said she
needed to be finished in less than 30 minutes to pick up her child from
childcare.
Amanda indicated John and Mary had told Peter he was using a machine
incorrectly. Mary replied No I didnt. It was only John. Peter said, Mary you
did agree with John. When asked by Amanda, John shrugged his shoulders and
said he did not remember the details.
Peter then informed John of exactly what he had said. John rose to his feet and
said, well, you were using the bloody machine incorrectly! Amanda
suggested to John that there was no need for abusive language. Still standing,
John said, Bloody aint a swear word. He then sat down again.
Whilst this exchange was occurring Mary was looking at the floor and fiddling
with her name badge on her uniform.
Amanda asked Peter if these were the words John had used. Peter replied, I
suppose so. Mary was then asked again if she had also spoken to Peter about
his use of the machine. She shouted at Peter and said, You havent got a
fucking clue have you? Again Amanda commented on the inappropriate
language.
02992E
Peter pushed his chair backCRICOS:
from the
table and said,
Version 2.2I
Julyam
2014 only new here and 101
Activity 7 Communication (2)

Read the given meeting scenario on
the previous
slide and answer the following
questions:
Describe the non-verbal clues given by the
participants and how these might be
interpreted.
How would you encourage Amanda to get
the participants to say exactly what was
on their mind in a civil manner?
CRICOS: 02992E
End Session 4
102
Group Activity 2
Conducting Meetings
In groups conduct the meeting prepared in

the previous section
Take down the minutes
CRICOS: 02992E
Start Session 5
103
Follow Up Meetings
Section 3
CRICOS: 02992E
104
Check the Transcribed Notes

Set
down the steps required for

transcribing meeting notes so they
become a true and accurate record of the
meeting a set of minutes
As we have discussed, meetings may be
conducted formally or informally,
depending on the objective of the
meeting and the circumstances
Meetings that require the taking of
minutes are based on Robert's Rules of
Order
Consult only the chairperson or executive
officer, not the attendees, if you have
CRICOS: 02992E
questions
105
Formatting Minutes (1)

Use wording, layout and formatting in
accordance with your organisations
procedures and meeting convention
CRICOS: 02992E
106
Formatting Minutes (2)

It's the minute taker's job to make a written
record of the meeting:
Minutes need to be:
Clear
Consistent
Neutral but Interesting
CRICOS: 02992E
107
Distribute Minutes
When
the minutes are checked and

signed, they must be distributed as
soon as possible after the meeting.
It
can be handy to use a Meeting Action

List to record agreed action items, the
person responsible, and the deadline.
Another
thing to keep in mind is to use

meetings to achieve outcomes and
generate action items.
CRICOS: 02992E
108
Storage of Minutes (1)

Every
company has its own requirements

and methods of storing company records.
Many companies still follow the traditional
system of recording in a Minute book
Minutes
are always a permanent record

and can be required as a legal document
under some circumstances. Particular
responsibility must be taken for their
recording and secure storage.
CRICOS: 02992E
109
Storage of Minutes (2)

Every
aspect of arranging a meeting and
the follow up requires keen attention.

By
making this investment in time and
planning, you can be assured of the

success of your meetings.
CRICOS: 02992E
110
Labelling of File Names

Minutes
and minutes book should be

catalogued, labelled and stored in
chronological order so that their contents may
be easily accessed at any time.
Organisational policies will dictate if this is the
case and one should be clear on how this to be
done.
File names that are identifiable

Directory names that can be identified e.g.
operator, author, section etc.
security and authorised access
organisation policy for back-up and hard copy filing
CRICOS: 02992E
111
Activity 8 Following up (1)

A minute taker for the OH&S meeting
made some observations and reported
the proceeding as given in the
document.
Read the observations on the following slide
and answer the questions that follow
CRICOS: 02992E
112
Activity 8 Following up (2)

1.
2.
3.
4.
5.
Notes from WH&S Meeting

Leaking tap in Womens toilet needs fixing Peter to ring usual plumber
Broken concrete in driveway is a hazard. Customers and Workers could trip
Emergency Evacuation drill is now one month overdue need to set a time
and date
Tag and Testing of all computers including laptops and notebooks will occur
on 10th November
Pilot light cover on hot water service is missing. James to ring company to
source a replacement part.
QUESTIONS
Are these notes sufficient to ensure all items raised are attended to in a
timely manner? Give reasons.
What additional information needs to be provided to users of laptops and
notebooks for item 4 to be completed?
From Item 5, what should happen whilst the new part is being sourced?
What additional information is required to ensure the broken concrete in
Item 2 is fixed?
.
1.
2.
3.
4.
CRICOS: 02992E
113
Summary
Managing meetings effectively is a core skill

every manager should develop.
Although there's no mystery to what makes a

meeting productive, it can take practice and
attention to detail to become an effective
leader of meetings.
Regardless of the meeting purpose, planning

and organisation is essential if it is to be
successful.
CRICOS: 02992E
114
References
Dwyer, J 2006 The business communication handbook, Pearson

Education Australia, NSW
Cole, K 2005 Management Theory and Practice, Pearson

Education Australia, NSW
Small Print, 2009 BSBADM502B Manage Meetings Learners

Guide, Small Print Australia Pty Ltd
Kennedy B, 1997 Roberts Rules of Order, http://

www.robertsrules.org Accessed: 27/03/2010
Definition of Meetings, BusinessDictionary.com <http://

www.businessdictionary.com/definition/meeting.html>
CRICOS: 02992E
115

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Version 2.2 July 2014

Version 2.2 July 2014

Learning Outcomes (1)

Version 2.2 July 2014

Learning Outcomes (2)

Learning Outcomes (3)

Preparing for meetings

Following up after meetings

Version 2.2 July 2014

Learning Outcomes (4)

agendain line with

style and structure of the meeting

are appropriate to its purpose

meeting participants and notify

them in accordance with organisational

Version 2.2 July 2014

Learning Outcomes (5)

meetings in accordance with

meetings to ensure they are

focused, time efficient and achieve outcomes

Version 2.2 July 2014

Learning Outcomes (6)

meeting facilitation enables

participation, discussion, problem-solving

minute taker on method for

recording meeting notes in accordance

Version 2.2 July 2014

Learning Outcomes (7)

transcribed meeting notes

Ensure they reflect a true and accurate

they are formatted in

accordance with organisational

Version 2.2 July 2014

Learning Outcomes (8)

andstore minutesand other

follow-up documentation within designated

outcomes of meetings as required,

within designated time lines

Version 2.2 July 2014

Learning Outcomes (9)

andstore minutesand other

follow-up documentation within

outcomes of meetings as required

within designated time lines

Version 2.2 July 2014

Preparing For Meetings

Version 2.2 July 2014

are they conducted?

problems, and to take decisions.

Version 2.2 July 2014

There is no better or less expensive way to get

You need to present information to a group of

You need to gain commitment

You want to motivate people and create

Version 2.2 July 2014

You need other people to help solve problems

You need to generate discussion or ideas

You need to inform others about important

Version 2.2 July 2014

The Management Committee should meet as often as necessary

it mustmeet at least once every four months.

Version 2.2 July 2014