How to effectively run a workshop and board of directors: moving from useless chatter to action and results. Step by step rules. Meeting as a way of organizing and controlling the production process (meeting, planning meeting, operational meeting)

16.01.2021

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Table of contents
Introduction
Chapter 1.The role and significance of d spruce s meetings th

1.1 Role of business meetings
1.2 Classification of business meetings
1.3 Advantages and disadvantages of the meeting

Chapter 2. Organization of business meetings

2.1 Basic rules for conducting a business meeting
2.2 Practical advice and recommendations

Chapter 3
Conclusion
List literature

Introduction

In addition to business conversations and commercial negotiations, business meetings are widespread in business practice, which are a way of open collective discussion of certain issues. The forms of such discussion are very diverse. These are congresses, conferences, symposiums, meetings, sessions, seminars. Decisions made at these events are usually more effective than those made by a narrow circle of managers. The essence of a business meeting is to ensure free discussion and develop common decision based on a variety of opinions.

Most often, business meetings are held: if it is necessary to make a collective decision on the basis of the equal right of everyone to express and justify their opinion, if the solution of the issue affects the interests of several structural divisions of the organization or firm at the same time, if the opinions of various groups of employees are needed to resolve an important issue. A business meeting is one of the most important activities of a leader and an important factor influencing the organization of the work regime of the entire team. The need for meetings is clear. They are necessary to speed up the decision-making process and increase their validity, for effective exchange of opinions and experience, for faster delivery of specific tasks to the contractor, but most importantly, for an emotional impact on the meeting participants and, as a result, on the entire team. Therefore, this topic has been quite relevant for several centuries, while there will be no limit to the improvement of the technology of conducting a business meeting, a conversation for a long time. Insufficiently well prepared and poorly conducted meetings, convened on every occasion, cause great harm, as they “devour” valuable time, tearing people away from their main work.

On the other hand, the ability to convince your subordinates or refute their wrong actions is also a very important factor.

The purpose of this course work is to study the theoretical aspects of the methods of preparation and conduct of a business meeting.

We will prove the significance of this theory of a business meeting through the solution of the following problems:

1) define the role of business meetings;

2) study the classification of business meetings;

3) identify all the advantages and disadvantages of the meeting;

4) study the basic rules for conducting a business meeting;

5) analyze practical advice and recommendations;

6) explore the classic example of organizing a business meeting (on the example of a trade organization Alliance LLC).

The subject of the research is the ways and methods of organizing a business meeting at an enterprise.

The object of the study is a classic example of organizing a business meeting in the organization LLC "Alliance".

Chapter 1

1.1 Role of business meetings

Business meetings (sessions) are the most important joint discussion of production, commercial, managerial and other issues, information exchange, situation analysis, as well as a way to develop and make managerial decisions. They play a very important role in the process of management activities, they are distinguished by a significant variety in goals and forms.

Meetings and meetings are a way of collective exchange of information, ending with the adoption of specific decisions. They differ:

1) the circle of participants (at the meetings there are specialists, responsible or interested persons, and at the meetings - all the staff);

2) the nature of the problems discussed (at meetings, current specific issues are considered, and at meetings, more general ones that have accumulated over a certain period of time);

3) purpose (meetings are of an operational nature and are designed to make adjustments to improve current activities; at the meetings, first of all, the results are summed up and plans for the future are determined).

As experience shows, business meetings do not always bring the desired effect due to the fact that many managers do not clearly imagine the technology of their organization and conduct.

A business meeting is a way to involve the collective mind in developing optimal solutions to the most pressing and most complex issues that arise in the enterprise. The management process in this regard is reduced to three main stages:

1) collection and processing of information;

2) coordination of activities of all departments of the company and all employees;

3) decision making.

For some employees, being at a business meeting is the only opportunity to see and hear the leaders of the highest levels of management. In addition, at a business meeting, the manager is given the opportunity to show his managerial talent.

1.2 Classification of business meetings

Business meetings are a special type of labor organization that operates in a very short time and has a certain focus.

Meetings are classified according to the following main features.

1. By appointment:

Introductory (issuing tasks, advanced training);

Informational (generalization of information, study of points of view);

Explanatory (convincing employees of something);

Problematic (collective search for a solution to the issue);

Instructive (bringing to the attention of the necessary information and explaining the course of action);

Coordinating (ensuring the interaction of units).

Making and making decisions;

Summing up and giving an assessment to the decisions made earlier;

Operational (obtaining current information about the state of affairs and

identification of bottlenecks).

2. According to the frequency (frequency) of the conduction:

One-time;

Regular;

Periodic.

3. By the number of participants:

Narrow staff (up to five people);

Extended (up to twenty people);

Representative (over twenty people).

4. According to the degree of stability of the composition of the meeting participants:

With a fixed composition;

With invitees according to the list compiled for each meeting;

Combined.

5. By accessories:

Party (and other public organizations);

Administrative;

Scientific and scientific and technical;

United .

An informational or briefing meeting serves to convey service information. It is advisable to use them in the absence of time for written orders or if the leader wants to emotionally influence subordinates. If time permits, it is better to provide information in writing, as it takes less time to master it. In addition, the read information is absorbed better than the perceived by ear. The purpose of operational meetings is to obtain management information about the current state of affairs, make operational decisions and control their use. Problem meetings are meetings aimed at finding optimal solutions, bringing up economic problems for discussion, considering promising development issues, and discussing innovative projects.

1.3 Advantages and shortcomings of the meeting

The meeting as a form of collective decision-making has advantages and disadvantages.

Advantages of business meetings over other types of management activities:

1) during the discussion, various approaches to solving the problem are proposed and considered;

2) responsibility and mutual understanding between the participants of the meeting is manifested and strengthened;

3) in the process of developing a decision, a significant amount of information and knowledge of the meeting participants is used;

4) individual decisions are eliminated, and many have a feeling that a fair decision has been made;

5) the adoption of a collective decision significantly reduces the risk of formulating an incorrect or erroneous decision;

6) a collective decision is a public decision, which means it is oriented towards accepted legal norms and existing instructions;

7) a collective decision, as a rule, is a rational, reasoned decision.

Disadvantages of the meeting:

1) blurring of responsibility for decisions made;

2) the influence of strong personalities - managers is great and not in favor of the quality of decisions made;

3) with a collective decision, more time is spent than it is required by the adoption of an individual decision "from above";

4) if a large number of people are present at the meeting, the decision may not be made at all;

5) at the meeting there is a real danger of "talking" the decision;

7) a collective decision may be unnecessarily compromise;

8) the decision made at the meeting is often focused on maintaining the functioning of the company and is rarely aimed at fundamentally changing its activities and development.

The effectiveness of business meetings is directly affected by closely interconnected actions: planning a meeting; agenda setting; determination of the composition of participants; preparation of the leader and participants for the meeting; preparation of the premises; direct meeting. The most important direction of increasing the efficiency of business meetings is to reduce the cost of their preparation and holding. To this end, it is recommended:

1) reduce the duration of meetings, the frequency of their holding;

2) reduce the number of participants in meetings;

3) use, if possible, alternative activities to the meeting (informal meeting, intercom, Internet).

Figure 1 conditionally shows the zones of effective, inefficient and inefficient business meetings.

Rice. 1. Efficiency of business meetings

The cost of preparing and holding a business meeting can be determined by the following formula:

where Z is the average hourly wage of employees involved in the preparation of meetings, rubles;

З 1 - average hourly wage of meeting participants, rub.;

T is the time spent on preparing the meeting, hours;

T 1 - the time required to participate in the meeting, including the time of the meetings and the time to travel to the place of the meeting and back, hours;

I \u003d 1, 2 ... H - the number of employees involved in the preparation of the meeting;

j = 1, 2…M - the number of meeting participants;

K - travel expenses per participant, rub.;

O - overhead costs, rub.

The economic efficiency of the meetings held can be expressed by the following formula:

E \u003d P - R, (2)

where P is the cost of preparing and holding the meeting, rub;

P - a positive result or income received as a result of the meeting, rub.

With a positive difference, i.e. if the results exceed the costs, the meeting can be considered effective. However, its small absolute value indicates the low efficiency of the meeting.

Thus, the management actions of the manager are supplemented by business meetings, at which the collective mind is involved in the development of optimal decisions on the most pressing and most complex issues that arise in the enterprise. But, business meetings do not always bring the desired effect. The meeting will be more effective if its leader and participants prepare well enough in advance for the meeting, namely: planning the meeting; agenda setting; determination of the composition of participants; preparation of the premises, etc.

Chapter 2. Organization of business meetings

2.1 Basic rules for conducting a business meeting

If we analyze management activities as a whole, we can identify a number of areas that contribute to improving its efficiency. One of them is the correct holding of meetings, negotiations, business conversations. It is on this work that the manager spends up to 50% of his working time.

First of all, before the meeting, each leader must determine the main goals that he is going to achieve using this method of work. Meetings can be held to solve production problems, train and educate subordinates, the appearance of intensive work

(which may be evidenced by frequent meetings), manifestations of the leader's own qualities (organization, sociability, purposefulness, etc.). A clear goal setting is half the guarantee of meeting success.

1. First of all, clear goals and important tasks of the meeting are determined.

2. Appointment of those responsible for the preparation of the meeting and the distribution of responsibilities between them.

3. Drawing up a cost estimate for the preparation and holding of the meeting.

4. Determining the date and time of the meeting.

5. Choosing a suitable room, booking it.

6. Preparation and approval of a specific agenda for the meeting, indicating the time required for consideration of each issue. Arrange questions in order of importance and difficulty.

7. Drawing up a list of meeting participants.

9. Preparation of a draft decision of the meeting and sending it to the participants.

10. Preparation necessary funds visual information, technical and auxiliary means.

11. Preparation of announcements and indexes.

12. Preparation for the participants of the meeting of working materials, notebooks, pens, etc.

13. Reservation of places in hotels for participants from other cities.

14. Ordering transport to serve the meeting participants.

15. Order for service in a public catering establishment.

16. Preparation of registration of participants.

17. Preparation of a cultural program for the participants of the meeting.

Psychologists have noticed that meetings held strictly according to a schedule with a predetermined date and time are more productive, in this regard, they suggest taking into account the "workability theory" when preparing the meeting. The working capacity of people is different in different periods of time. Some people are more productive in the morning, some in the afternoon, and some in the evening. But at the same time, one cannot say that some of them work better and others worse. It's just that these people have peak performance at different times of the day. The absolute peaks and troughs of productivity vary from person to person, but what is the same for all people is relative, rhythmic fluctuations. The average statistical fluctuations in working capacity during the day can be described using the curve shown in Fig. 2.

Rice. 2. Average fluctuations in working capacity

It can be seen from the figure that:

1) two-hour pauses adjoin the phases of higher activity, during which the human body works in a “sparing” mode;

2) the peak of performance occurs in the first half of the day, and therefore category A tasks should be performed at the beginning of the day;

3) after lunch, when there is a known decline in productivity, you need to use this period for social contacts and routine activities (tasks of category C), after which you should proceed to the tasks of category B.

It is recommended to schedule meetings for the first half of the day. Unscheduled meetings are recommended to be held as infrequently as possible. They tear employees away from their main work, sharply reduce the culture of service relations, and often lead to violation of planned deadlines.

Regardless of the planned nature of the meeting, the leader must follow the basic rule for preparing events of this type: to familiarize all participants in advance with the goals, objectives, list of issues under consideration, and the list of speakers. Failure to comply with this rule leads to a decrease in the effectiveness of the meeting, disruption of relationships in the team.

The correctness of the presentation of the material is also of great importance. Literacy, logic, emotional coloring - all this is mandatory

condition of any official contact.

Even the tone of the conversation plays a role in a business meeting. Psychological research shows that people often focus not on the content of the statement, but on the tone of the speaker.

The higher the position of the manager, the more time he spends in meetings. Even in enterprises with efficient organizational structure, the precious time of the smartest leaders is often wasted because no one has learned how to run meetings well.

A few tips that help managers save their time.

First of all, you should start with the solution of the main question: is it really worth considering this topic at the meeting. In most cases, the main advantage of the meetings - the possibility of dialogue between its participants - cannot be realized, since the boss only wants to convey information and does not even provide for answers to the questions of the audience. If the issue does not require an immediate solution, it is better to do without a meeting. What remains is to bring important information to the attention of employees, either by circular letter or through a computer system within the enterprise. This, apparently, is one of the paradoxes of working in an enterprise.

1) if it is necessary to make a collective decision on the issue, the information necessary for this is sent to several departments;

2) provided that the solution of the issue is important for several departments at the same time;

3) provided that in order to resolve the issue, it is necessary to use the different opinions of individual groups.

1) before the start of the meeting, register those present;

2) it is advisable to start the meeting exactly at the appointed time, regardless of how many people have not yet arrived;

3) inform about the cost per minute of the meeting and your intention

conduct it rationally, express confidence in the successful course of the meeting;

4) agree with the participants on the rules for joint work: the time of speeches, breaks, the end of the meeting, the procedure for making decisions;

5) entrust the secretary with keeping minutes;

6) during the meeting, it is desirable to take notes and use them effectively;

7) recognize and block such critical points in the discussion as conversations on an abstract topic, hasty conclusions and wrong decisions.

A manager leading a business meeting sets the tone, allowing those present to perceive the situation correctly. Ineffective, lengthy meetings are the result of poor preparation and low level of their implementation.

It has been established that the optimal duration of the operation is 20-40 minutes (it is advisable to carry it out 2-3 times a week); problematic meeting with a busy agenda - 1.5 - 2 hours, and discussion of a complex issue within its framework - 40 - 45 minutes. The dependence of the state of the meeting participants on its duration can be described using the curve shown in Fig.3. After 30 - 45 minutes of work, the participants of the meeting begin to lose attention; after 70 - 75 minutes physical fatigue appears; after 90 - 120 minutes, "negative activity" develops - conversations and extraneous activities begin; after 2 hours of continuous work, people are ready to do anything to quickly disperse. At the same time, after 30-40 minutes of distraction, attention is automatically turned on again.

Fig.3. The dependence of the state of the meeting participants on its duration

In practice, it is better to solve more issues in one meeting, since in total it will take less time, a clear rhythm of work is ensured, and people are less distracted from the topic.

The duty of the leader is the psychological unloading of the participants, including them in active work. This is achieved by creating a friendly environment, establishing informal relations, which allows for a free exchange of information, making the most of the experience, knowledge and competence of people. A comfortable environment is largely ensured by the fact that those who wish are given the opportunity to freely express their opinions, comment on various points of view and ideas, calmly think about the situation, prepare for speeches and answers to the questions posed, change their point of view with the advent of fundamentally new information. To do this, the leader listens to the speakers, observes them, extinguishes conflicts, suppresses criticism, monopolization of the right to truth, empty debates, and fights against unanimity. Here the main task of the chairman is to maintain a working mood and balance, to summarize speeches, taking a neutral position.

Experts identify the following most common types of participants in meetings and meetings, which the leader should pay attention to.

Nonsensical. He is impatient, unrestrained, excitedly demands recognition of his position, so he has to be stopped all the time and demanded composure and substantiation of controversial points, if they are known before the start of the conversation. It is safer to make such people your allies, for which you should talk face to face during a break in order to find out the true reason for the negative position and offer to participate in the development of a solution. Refute them with the help of others, and in extreme cases it is necessary to temporarily interrupt the meeting or invite such a speaker to sit in the corner of the room or in a deep armchair, which is psychologically relaxing.

Positivist. He is good-natured, actively participates in the discussion and in the joint summing up of its results, provides support in difficult and controversial issues. At the meeting, he can be put in any free seat.

know-it-all. He thinks that he is better than others aware of everything, therefore he intervenes in the discussion of any problem. It is preferable to sit him next to the chairman and all the time to remind others of the desire of others to speak out (who can refute it), but to give the opportunity to formulate intermediate conclusions.

Chatterbox. He talks a lot unnecessarily, not paying attention to the time. It is also recommended to be placed next to the chairman or an authoritative person so that he can be tactfully stopped and demand specificity when “leaving aside”.

Coward. He is not sure of himself, is silent, afraid of making a mistake, so he needs to delicately ask light questions, encourage, help formulate thoughts, thank him.

Disinterested. It is always unapproachable, you need to find out the reasons for such behavior in any way, asking informational questions, get interested in work, and stimulate activity.

Important bird. It should be forced to be on an equal footing with everyone, using the “yes, but ...” method, which consists in formal recognition and at the same time the actual refutation of his words.

Why. You need to ask him to express his own opinion on all the questions he asks or forward them to the audience.

The core of the meeting or conference is the main speech (report). It should be useful for listeners, interest them, attract attention, correspond to the interests of the audience. The management of the latter is the most difficult business. When preparing a speech, you need to ask yourself the following questions: what are the reasons for the speech, its goals, what is the circle of listeners and how to formulate your thoughts, because you always need to take into account the level of the audience and its readiness to perceive the material.

During the speech, one should not be limited to abstract logic and general questions; it is necessary to acquaint the audience with all the “pros” and “cons”, the available scientific data, facts, experience, opinions of authorities, give a forecast of the situation, hyperbolizing it in order to focus on the subject of the speech, but not impose one’s own thoughts, not be categorical, not demonstrate its superiority; Finally, a solution must be proposed. The performance should be inherent in brightness and clarity; clarity and clarity of wording; focus on the main thing; rhythm and constant repetition in various forms of the main provisions; the presence of an element of surprise (unknown information, original wording); different saturation of individual parts. In order to better assimilate the material, you need to speak in a language familiar to the audience, make comparisons with familiar things, present information not in a continuous stream, but in semantic blocks, since perception is limited. Therefore, the speech should consist of short phrases, and the speech should contain no more than 10 serious thoughts, accompanied by 3-4 arguments each. At the same time, it must be taken into account that the first and last statements are better remembered, too fast or too slow speech is tiring and distracting, and monotonous lulls. During the speech, you need to demonstrate conviction, look at the audience, avoid looking at one point, speak after silence has been established, observe the reaction of the audience, develop a topic that they like with the support of the audience, do not enter into a discussion during the speech, do not pay attention to provocative cries, thank those present for their attention. For a successful performance, it is necessary to keep a psychological pause in order to focus the attention of the audience on some thought, to provoke the listeners, causing disagreement with the information for a short time; ask the audience questions without answering; talk about exciting topics with enthusiasm, emotionally, with details and elements of dramatization; share their own experience and experiences; do not reproach anyone for anything, but do not flatter or threaten; combine the word with gestures, because they carry up to 40% of information; change the pace of speech depending on the content; less use of the words “should” and “must”; have funny stories in stock; do not talk about the same thing for more than 15 minutes; be careful with numbers. Speakers' mistakes are verbosity at the beginning of a speech, the lack of internal logic of presentation, a delay in the final part or a sudden ending. In the process of holding a meeting, in order to create an atmosphere of businesslike and interested discussion of the problems that have arisen, the manager should not:

1) conduct telephone conversations;

2) view or sign any documents;

3) comment and evaluate the speech of the meeting participants;

4) express their point of view on the problem under discussion;

5) use negative language, for example: we have never done this; yes, it still won't work; we cannot waste our time; we have already tried to do this; until we are ready for it, etc.

The results of a meeting or a meeting are evaluated by the quantity and quality of the management decisions selected and made at them, into which the “home-made preparations” made before their start turn into: references, diagrams, graphs, etc. If decisions are not made, the event is considered useless and time wasted.

1) repeat the decisions made and the agreed measures;

2) summarize and explain: what, by whom and when should be done;

3) prepare and distribute to the participants a protocol containing the decisions made, responsible executors and deadlines for the implementation of the decisions made. Ending the meeting should be exactly at the appointed time, than to secure a reputation as a skillful organizer.

Thus, in addition to planning the meeting, setting the agenda, preparing the leader and participants for the meeting, preparing the premises, the effectiveness of business meetings is affected by the direct holding of the meeting. The most important direction of increasing the efficiency of business meetings is to reduce the cost of their preparation and holding. Psychologists suggest following several rules when preparing and holding a meeting:

- meetings should be held strictly according to the schedule with a pre-specified date and time, while taking into account the "workability theory";

- take into account the duration of the meeting (long meetings are ineffective);

- clear goal setting;

Take into account the individuality of the meeting types of participants in meetings and meetings;

To familiarize all participants in advance with the goals, objectives, list of issues under consideration, list of speakers;

- End the meeting exactly at the appointed time.

Failure to comply with these rules leads to a decrease in the effectiveness of the meeting.

Chapter 3

The organization of a business meeting can be considered on the example of holding such meetings in Alliance LLC. This is a wholesale trade company that started its activity in 2000. Since the founding of this enterprise, the duties of the head have been performed by the General Director of Alliance LLC V.A. Starostin. The company is successfully developing and today occupies a large market share. For any organization, success largely depends on the quality of management. V.A. Starostin is a talented manager. He knows how to organize the work of people in such a way that everything is almost always done not only on time, but efficiently and competently. It is customary to hold meetings at Alliance LLC twice a week, at which instructions are given, goals are explained, and results are also summed up. Of interest for consideration is the method of V.A. Starostina conducting business meetings. One of the main tasks of V.A. Starostin - to involve as many facts as possible in order to more fully assess the complexity of the problem under discussion, as well as to involve those present in the process of solving the problem. Of course, V.A. Starostin should have his own point of view on the current situation, but it is also necessary to know the point of view of others in order to understand whether they are right or not in their understanding of the problem. If someone else's point of view is correct, the meeting leader can change his view of the situation. If colleagues are wrong or miss something significant, V.A. Starostin can provide the missing facts. Asking the right questions is a great tool to steer a meeting in the right direction.

In the process of holding a business meeting, it is very important to control its progress. For this, V.A. Starostin follows the rules:

1. Stay neutral. This has a positive effect on the emotional state of those present.

2. Constantly keep the conversation going.

3. Take immediate action in case of emotional stress.

4. Listen to the opinions of all opponents.

5. Be intolerant of excursions into the past and deviations from the topic.

6. If necessary, clarify the messages of individual participants: “What exactly do you mean?”.

7. Summing up intermediate results more often in order to demonstrate to the participants that they are already close to the goal.

If any of the participants in the meeting feels an irresistible craving for an argument, the leader, while maintaining equanimity, will allow the group to refute the argumenter's statements. Unnecessarily talkative disputants V.A. Starostin tactfully interrupts without listening to their speeches to the end - as a rule, there is little benefit from such speeches. If you have to deal with a negativist (that is, a person who likes to contradict), you need to recognize and appreciate his knowledge and experience. Shy participants ask simple questions to build confidence. If the disputant continually asks questions instead of making suggestions, his questions are addressed to the group.

First of all, we must strive to conduct a group discussion in a civilized manner. This implies the presence of delicacy in the relations of the disputants and, therefore, excludes the use of such means of arguing one's point of view as ridicule, interruption of opponents, sharp attacks against them. V.A. Starostin is especially careful to ensure that the business dispute between the participants is definite and has time limits, as well as to avoid personal clashes. The terminology of the dispute should be clear to all present.

In preparation for the discussion, a general plan for the struggle for truth is drawn up, and the most weighty arguments are selected. Particularly impressive are the precise figures that cannot be refuted.

Decision making consists of five steps:

1) establishing contacts;

2) problem definition;

3) definition of goals;

4) presentation of thoughts;

5) readiness for action.

The purpose of operational meetings for V.A. Starostin is to obtain information about the current state of affairs, make operational decisions and control their use. Problem meetings for V.A. Starostin are meetings aimed at finding optimal solutions, bringing up economic problems for discussion, considering promising development issues, and discussing innovative projects.

Starostin, in the process of preparing the meeting, carefully plans his speech, making outlines of the message. At the same time, he takes into account that at a normal pace of speech, in two minutes you can retell no more than one page of typewritten text. He approaches the use of digital information very carefully, guided by the fact that no more than 20 figures are well perceived and analyzed in 40 minutes of speech. It is better to present digital information in writing: in tables and graphs. As a rule, he states the essence of the matter from memory, and does not read. In this case, assimilation with free presentation reaches 95%, and with reading only 35%.

Starostin owns the "theory of pauses" and skillfully applies it in practice. Pauses in speech occupy 10-20%. There are pauses according to their purpose different types and duration. So, there are emotional pauses that the speaker needs when he is very excited in order to calm down, full of holes - if he does not know what to say, backlash - for exhalation and inhalation, dramatic - to emphasize the tragedy of the situation with silence, grammatical - are made on punctuation marks, mobilization - give weight to the message, pedagogical - for better assimilation of the material.

Great importance is attached to the correctness of the presentation of the material. Literacy, logic, emotional coloring - all this is a prerequisite for any official contact, according to V.A. Starostina. Need to keep an eye on correct use words, their pronunciation, stress (contract, expert, provision, at the same time, let's call, gross, wholesale, etc.). It is not recommended to use phrases containing extra words: "absolutely new" instead of "new", "pre-planning" instead of "planning", "cooperate together" instead of "cooperate", "each one" instead of "each".

The meeting under the leadership of the director ends on a positive note, a few words of gratitude are expressed to the speakers, all participants and those who prepared the meeting. The meeting ends exactly at the appointed time, and this gives the director a reputation as a skillful organizer. Psychological research shows that people often focus not on the content of the statement, but on the tone of the speaker. The emotional excitement of the speaker is transmitted to the listeners. Psychologist P. Vatslavek determined that in the process of solving any problem, interpersonal relationships play a dominant role. If relations between people are broken, then even the best arguments do not lead to a positive result. This phenomenon is called the "iceberg model". If all the parameters that influence the solution of the problem are taken as a "big ice floe" - 100%, then "above the water" (10-20%) - occupies the subject area, and "in the water" (80-90%) - the area of relationships . To avoid this phenomenon, and also just to reduce it, one of the rules in the educational materials of the Volkswagen Educational Institute is to focus on the goal of the negotiation, conversation, meeting, and not on the problem, on recognizing and developing common interests, patience and sincerity.

Conclusion

The meeting is a mandatory form of organizing the work of managers. The main task of a business meeting is to search for and find positive management decisions, to speed up the decision-making process and increase their validity, to effectively exchange opinions and experience.

AT term paper the analysis of the importance and necessity of holding business meetings was carried out, all the advantages and disadvantages of the meeting were identified, the basic rules for conducting a business meeting were studied, practical advice and recommendations given by psychologists in the preparation and conduct of business meetings were analyzed.

The meeting will be more effective if its leader and participants prepare well enough in advance for the meeting, namely: planning the meeting; agenda setting; determination of the composition of participants; preparation of the premises and direct holding of the meeting. A business meeting is a complex process, and in order to properly conduct a meeting or meeting, you need to carefully prepare.

The success of business meetings is facilitated by the observance of simple rules:

Determination of the list of issues on which meetings are convened, and the circle of persons entitled to do so;

Development and communication to all stakeholders of the schedule of regular meetings;

Drawing up lists of employees who are required to attend certain meetings;

Notifying participants in advance of the time, place and agenda;

Appointment of persons responsible for the preparation of the meeting, development of schedules, lists, prepared the premises, sent out invitations, coordinated the preparation process;

Find out in advance the main points of view on the issues under discussion;

Preliminary preparation of the agenda and its strict observance;

Advance warning of the meeting participants about its content and the need to adhere to it;

Appointment of the start and end time of the meeting;

If speeches are expected during the meeting, you need to follow their order.

Failure to comply with these rules leads to a decrease in the effectiveness of the meeting. The most important thing is that such a meeting should be productive. It is the responsibility of the meeting leader to think through the agenda so that people do not waste time. If the benefit from the meeting is less than what was spent on it, then the price of such a meeting is unjustified and it can be considered ineffective. In this paper, we considered, as a practical example, the method of holding meetings at the enterprise LLC "Alliance" CEO V.A. Starostina. The successful activity of the firm under the leadership of this director gives reason to believe that this method of conducting a business meeting can be recommended for use by other firms.

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Management: Textbook for universities / Ed. Yu.V. Kuznetsova, V.I. Podlesnykh. - St. Petersburg: Publishing House "Business Press", 2001. - 432p.

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Personal management: Textbook / S.D. Reznik and others - 2nd ed. revised and additional M.: INFRA-M, 2002. - 263 p.

Popov S.G. Fundamentals of Management: Textbook. - M.: Os-89, 2006. - 556s.

Psychology and ethics of business communication: Textbook for universities / Ed. V.N. Lavrinenko.-3rd ed., trans. and additional .- M.: UNITI-DANA, 2001.- 319p.

Rogozhin S.V. Business etiquette//Rules and norms of behavior.- M.: OOO

“From Astrel”, 2001.- 212p.

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Sattarov R.G. Fundamentals of management for managers and specialists of enterprises. - Izhevsk, 2003 - 315s.

Semenov A.K., Nabokov V.I. Fundamentals of Management: Textbook. - 5th ed., revised. and additional - M .: Ed. corporation "Dashkov and K", 2007. - 556s.

Shkatulla V.I. Desk book personnel manager. M.: INFRA-M, 2001.- 90s.

After the start of the working meeting, I close the door with a key

Alexey Bogatkin, General Director of Uniteller, Moscow

Three ways to make your workshop more productive.

1. The plan of the workshop - from late. Strict time management is the key to an effective workshop. I appoint the last employee who came to the meeting take minutes of the meeting and latecomers are not allowed. After the start of the working meeting, I lock the door of the meeting room with a key. Such a measure is necessary in order not to waste time on long fees. If I let latecomers in, I'll have to retell everything they missed. It will throw the others off the beat. However, absence from the workshop does not give the employee the right not to know what was discussed. Therefore, the latecomer is obliged to send me the plan of the meeting on the same day, compiled from the words of colleagues. The received report is an indicator of the assimilation of information. It shows what conclusions the meeting participants made and what the latecomer learned.

2. Alternate statements. I set a topic on which I need to collect the maximum opinion (for example: “How to attract a large company to collaborate on a cold contact?”), And allocate five minutes to think about the answer. Then each participant in the meeting in turn proposes a solution, expresses an opinion or remark. It is important not to interrupt the speaker and not to enter into a discussion. The value of the reception is in the organization of the polyphony of opinions. All participants are involved in the discussion, and no one sits silently. When a discussion is needed to discuss an issue, I brainstorm. The main rule is not to criticize the opinion of the interlocutors, but to discuss constructively. For example, during the pre-holiday period, we brainstormed ideas for gifts for partners.

3. Questions on the past workshop. For a new meeting, employees prepare questions that they did not understand at the last meeting. This is how I know what I have explained is unclear or incomplete. I answer questions at the beginning of a new meeting.

How to conduct meetings so that they are one hundred percent useful

To make workshops useful, make them memorable

Ariadna Denisova, President of the Association of Professionals in the Field of Personnel Motivation and Organizational Development, Moscow

I will tell you about the techniques that I use so that employees do not perceive work meetings as a heavy duty and a waste of time.

4. Plasticine solutions. Lego has developed a game for adults to solve complex problems (Lego Serious Play). I use it in meetings because working with my hands activates my brain. To do this, I divide the participants into groups and propose to depict the problem discussed during the meeting in the form of building a layout from Lego elements.

For example, we discussed the idea of creating an online school, and colleagues presented it in the form of a rocket that should quickly and effectively educate participants, saving them from a trip to Moscow. The rocket was surrounded by obstacles in the form of meteorites and space debris. This allowed us to consider the issue from different points of view and get several solutions. Sometimes I propose to display the ideas and conclusions of the meeting in the form of a picture or mold them from plasticine. I photograph drawings and figurines and send them by mail to employees.

5. Workshops at the rink. We discuss urgent issues while standing. So let's not waste time on empty discussions. I also hold field meetings in the park, on bicycles, in a cafe, at a picnic, at a skating rink. The main thing is not to delay such a meeting.

6. Bad advice. This is my favorite technique to collect interesting ideas. I arrange a competition: I ask the team what to do to “fill up” the project. In an effort to win the competition, employees come up with extraordinary situations and offer the most unexpected options. The winner receives a cake or fruit as a reward. For example, we discussed events for participation in the exhibition. Among the proposals on how to "fill up" participation, there was also this: "come in an inappropriate form." After discussing this option, we came to the conclusion that using a certain style of clothing that attracts attention, you can stand out among the exhibitors.

7. Someone else's suit. I use this technique to discuss an idea from different points of view. I mix business cards or items belonging to the participants of the workshop in a box. Then everyone draws a thing and speaks on the topic of the meeting from the position and interests of its owner.

8. Call a friend. When a discussion reaches an impasse, ask employees to call friends and family and ask for their opinion on the topic. Or I propose to leave the meeting room and ask a question to the first person you meet. One day we couldn't figure out how to surprise the conference participants. One of the colleagues called home and asked the family a question. Among the ideas they came up with was a talk show, which we did.

9. Not a minute later. Schedule a work meeting at an unusual time, such as 9:33 or 16:41. Then no one is late.

10. Payment for words. If the participant is distracted from the topic, I suggest buying time for extraneous conversations. For example, 10 minutes for 500 rubles.

Meeting minutes: just what you need to know about it

The director must help employees see the problem with their own eyes

Andrey Tretyakov, Executive Director of Troika-D Bank, Moscow

11. Participation of the director in meetings of departments. The workshop brings results if the first person of the company participates in it. Employees, aware of the presence of the boss, strive to demonstrate all their abilities, whether it be a presentation or a discussion of a problem. The bottom line is that the director expands the scope of the search for solutions, helping participants to comprehensively assess the problem. Figuratively speaking, the director sees an elephant. Subordinates, like the blind in the well-known parable, individually feel the leg, trunk or side of the animal.

The participation of the manager inspires employees to search for extraordinary solutions. For example, I host a weekly retail meeting. I organized it to discuss the results of the work of departments over the past week and outline a plan for the future. In addition, we solve problems in the interaction of departments that they could not resolve in the current mode. Since I have a broader understanding of the situation in the bank, it is easier for me to lead subordinates to the right decision for the company.

12. Brief handout. Behind a beautiful handout they hide a lack of facts. Handouts should be short, without unnecessary words, and not repeating the text of the oral report. A good handout is understandable even without a speaker. It's like a summary, the purpose of which is to refresh information in memory. An example of such a handout in a bank is a regular report and a commentary on it. The document includes figures for the week, as well as a summary of the main changes and their reasons. Help is posted on the corporate portal at a certain time in the form of news, the report is available at the link. In this format, it is convenient for a workshop to discuss conclusions, issues and proposed actions. A regular handout structured in this way reduces the time to understand the information.

Meeting efficiency: 5 ways to reduce it to zero

CEO speaking

Alexander Raginya, Executive Director of KSK Group, Moscow

Before the start of the workshop, I state its purpose and set out my requirements for each participant. In doing so, I adhere to three rules.

13. Don't speak your mind while employees are talking. Managers make the mistake of rushing about supporting one employee after another. The director should listen to all points of view without supporting any of the parties, and invite employees who criticize the opinion of colleagues to present an alternative solution.

14. Use psychotypes of employees. In a working group meeting, everyone plays a role: creator, administrator, skeptic, inspirer. Determine which employee is which type. Take advantage of this knowledge when arranging the speaking order. For example, give the mastermind the floor at the beginning of the working group meeting. Then give the floor to the creator - he will offer creative solutions. Further - to the administrator, who will introduce rationalism. At the end of the discussion, consult with the skeptic: his critical eye will help you see the risks in the proposals made.

15. Having proposed a solution, let the employees discuss it. When employees have shared ideas, summarize how you see the solution to the problem. Then give the meeting participants 10 minutes to comment and discuss your proposal. Note that this is the last chance for criticism and opinions. When everyone has spoken, make a decision.

Copying material without approval is allowed if there is a dofollow link to this page

I.V. Topchieva, Ph.D., Assoc. RSUH

Meetings as a type of management activity, their history and classification
Documentation of preparation different types meetings: operational, final, collegiate body
Documents resulting from the preparation of meetings

The management process at all levels is becoming increasingly complex and complex. Its tasks cannot be solved without the involvement of many specialists. It is meetings that allow us to consider tasks that require the exchange of views and information on emerging issues with the participation of managers and performers.
A meeting is a type of management activity when a certain number of participants gather at a predetermined time in a predetermined place to discuss and decide on previously raised issues.

It should be noted that the term "meeting" has been used for more than one century. So, according to the Explanatory Dictionary of the Living Great Russian Language by Vladimir Dahl, “confer with someone about something - consult, discuss and decide, agree, agree, listen to the opinion of another, agree together, negotiate.

On important matters, the rulers confer with trusted people, as well as elected ones. Meeting - action on the verb to consult. - meeting, gathering, congress, conditional meeting for advice or negotiations about something. Counselor-nice.- participant in the meeting, in the council.

A deliberative seat, a presence where each member has a deliberative vote and matters are decided by a majority of votes. It is known that in the early 20th century. in Russian Empire Meetings, as a type of management activity, were given great attention, and great hopes were placed on them.

So, during 1905, in connection with the aggravation of the internal political situation in the state, the government created several draft Regulations on elections to the State Duma. Emperor Nicholas II February 18, 1905 issued a rescript addressed to the Minister of Internal Affairs A.G. Bulygin, in which he was instructed to create a Special Meeting to develop the foundations of the "Duma" electoral system. A special meeting completed its work in May of the same year and formed, in accordance with the task, the conceptual foundations of electoral rules and procedures. The main result of the work of the meeting was the conclusion that it is necessary to create an elected representative body in which deputies elected by the population will sit.

The bill proposed by the Special Meeting was discussed in the Council of Ministers, after which it was submitted to the State Council. However, the final discussion of the electoral system was submitted to a meeting of the Special Conference chaired by Emperor Nicholas II. The meeting was held from 19 to 26 July 1905. in Peterhof, therefore, it was called the Peterhof Conference, at which legal acts were approved that determined the legal status of the State Duma, its powers and the electoral system.

Later, in the autumn of the same year, a special Meeting was established headed by D.M. Selsky, the creation of which on October 28, 1905. approved by Emperor Nicholas II.
The main task of the Conference was to develop a reform of the State Council. The result of the work of the Rural Meeting was the "Project of changes and completions in the Establishment of the State Council."

With the participation of Emperor Nicholas II from February 14 to February 16, 1906. In Tsarskoye Selo, a special Meeting met to develop the final version of the developed project, but the Tsarskoye Selo meeting did not make significant changes to the submitted project. At the meeting, it was decided that the Chairman of the State Council would have the right to independently decide on the admission of the public to meetings of the Council.

The reform of the State Council was due, to a large extent, to the creation of a new body - State Duma so the main questions were:

Rights of the State Council and the State Duma
Changes in the composition of the Council
Order of proceedings in the State Council.

Thus, the special Meetings of 1905-1906. solved the most important issues of public administration. They were convened at the initiative of the government with the participation of the Emperor of Russia and expressed, first of all, the interests of the ruling classes.

However, such a form of solving the most complex issues as meetings at the beginning of the 20th century was used by their opponents in the class struggle, i.e. Bolsheviks.
So July 30-August 1 (August 12-14), 1904. A meeting of 22 Bolsheviks was held near Geneva. It was this meeting that marked the beginning of the unification of party committees and organizations that stood on the Leninist platform.

On June 8-17 (21-30), 1909, a meeting of the extended editorial board of the Proletary was held in Paris, the participants of which were 9 members of the Bolshevik Center, 3 representatives of Russian and party organizations, N.K. Krupskaya, a member of the third State Duma N.G. . Poletaev and others.

In the same place, in Paris, December 14-17 (27-30), 1911. A meeting of foreign Bolshevik groups was held with the aim of rallying the forces of the Bolsheviks abroad, as well as providing support to the Russian Organizing Commission (ROC), which convened the VI All-Party Conference. (Ibid., g.210).

The list of Bolshevik Party meetings in Paris, Geneva and other cities could be continued.

The practice of holding party meetings at the highest level was used by the followers and successors of the Bolsheviks - the communists.

Thus, in Moscow, meetings of representatives of the communist and workers' parties were held in 1957, 1960, 1969. These Conferences were a form of organizational ties between communist parties that became widespread after the dissolution of the Communist International in the late 1950s.

In addition to Moscow, class like-minded people met mainly in Brussels.

From 1 to 3 June 1965 A meeting of 19 communist and workers' parties of the capitalist countries of Europe was held in Brussels
Somewhat earlier, April 1-2, 1959. Brussels hosted the Meeting of Representatives of the Communist Parties of the Member Countries of the European Coal and Steel Community (ECSC) (p. 216).

One of the most significant meetings of the twentieth century. considered the Conference on Security and Cooperation in Europe, which took place in several stages.

Stage 2 - September 18, 1973-July 21, 1975 in Geneva. The work was carried out in rounds of 3 to 6 months at the level of delegates and experts appointed by the participating States.

Stage 3 - July 30-August 1, 1975 in Helsinki at the level of top political and state leaders of the participating countries of the Conference, heading national delegations.

The final act of the Conference on Security and Cooperation in Europe consisted of agreed agreements on all items on the agenda.
This is a brief history of meetings as a form of collegial decision-making.

This form has found wide application in the business management practice of post-Soviet Russia.

Meetings are one of the most expensive types of management activities, because many employees participate in them, specialists, experts, consultants, etc. are involved.

That is why the most complex, important and requiring careful study, discussion, analysis, problems are submitted to the meetings:

Solving the most important service issues;
Making responsible decisions, mainly in the field of organizational, legal and material and financial activities.

Meeting classification

Meetings differ from each other and are divided into several groups. In modern management activities, the following classification of meetings is most widely used:

Depending on the topics discussed:
Administrative;
Financial;
Personnel management;
Depending on the purpose of the meeting:
Business;
Production (operational, dispatching);
Instructional;
Informational;
Consulting;
Meetings of working groups, commissions, committees;
Final;

Let's take a closer look at each of the above.

Business meetings are convened to make decisions. They have an agenda, participants share information, discuss agenda items, assess the state of affairs, make decisions on them and distribute responsibilities.

Production(operational, dispatching) meetings are convened to obtain information about the current situation, to clarify problems that have arisen, to hear reports on the work done, based on the results of monitoring the execution of documents, and to resolve conflict management situations.

Informational meetings are called to convey information to lower levels of the organization. For example, at a preliminary meeting dedicated to certification or the next licensing educational institution, information is provided on the goals, methods of preparing the event, as well as forms of communication within the organization itself and employees with members of the licensing commission.

Instructional meetings are held in order to instruct the staff on the work ahead, the distribution of authority and responsibility. As a rule, such meetings are organized in the case when it is necessary to bring to the executors the decisions of higher bodies, instances (Ministries, Departments, the Management of the Holding, the Federal authority, etc.), which have already made a decision.

At the briefing meeting, the employees of the organization only need to be told what is required from the employees, what is expected of them and explain to them their role in solving the assignment formulated by the highest authorities, the task.

The decision of these bodies, as a rule, is not subject to discussion, but is a guide to action, however, the grounds and consequences of the decisions must be brought to the attention of the staff and explained to them.

Consulting meetings are primarily concerned with identifying the needs and expectations of stakeholders. For example, they are conducted with suppliers, employees of the organization, consumers of products or services in order to “talk” people and get the necessary information from them.

Meetings of commissions, committees, working groups are convened in order to plan joint actions in detail. Working groups bring together representatives of services and departments of various levels of management of one organization. At such meetings there are equal participants who express their ideas, proposals, opinions, for example, on the preparation and holding of a major event.

Final meetings, according to their name, sum up the achievements of the organization as a whole, its structural unit (s) or individual employees.

Depending on the frequency of the meetings:
One-time meetings - round table, conference;
Systematic meetings - meetings of collegiate bodies;
Final meetings - at the end of the period of activity;
Weekly, daily meetings - planning meetings on operational issues.
Depending on the composition of the participants:
International;
All-Russian;
Regional, regional;
Intra-institutional.
Depending on the length of the meeting:
Multi-day;
One-day;
Several hours;
No more than half an hour.

Meetings can also be scheduled and unscheduled.
The meeting is one of the most important elements organizational culture which, it is believed, is important for every leader to master. Great assistance in the preparation and conduct of meetings is provided by the assistant (secretary) of the head.
Considering that the process of preparing meetings of various types has its own characteristics, we will consider 3 main types of meetings:

Operational
Reporting (Final)
collegiate body.

Regardless of the type (type) of the meeting, in the process of their preparation, documents are formed, to which we will pay special attention.
Preparation of various types (types) of meetings
operational meetings

Operational meetings are called in practice planning meetings, flying meetings, five-minute meetings.
The main issues addressed at these meetings are:

Discussion and decision-making on issues of current activities, taking into account the opinions of the participants;
Exchange of views and setting goals for current activities, coordination of work;
Checking assignments from previous meetings;
News information.

The basis for holding operational meetings is the decision or instruction of the head.
The venue is usually the manager's office.
The duration and frequency of such meetings is 1-1.5 hours once a week and/or 10-15 minutes daily.
So, in medical institutions (especially stationary type) 5-minutes are held daily at the head physician.
In industries associated with the release of responsible products, they also spend 5 minutes with the chief engineer or chief technologist.
In research institutes of the Russian Academy of Sciences and "small" academies, for example, the Russian Academy of Education, such meetings are held once a week in the office of the director or deputy. scientific director.
Additional notification of employees of this type of meeting is not required, since the regulations are standard.
Regulations- rules governing the order of any activity (Rules of Procedure).
In this case, the regulation states:
- day of the week
- time,
- duration of the meeting
- circle of participants.
The participants of this type of meeting are the heads of structural divisions or their deputies, therefore, all structural divisions have their representatives at the meeting.
It is very important not to postpone or cancel such meetings, as this increases the significance of these events. Employees should know that the meeting will certainly take place on the appointed day and time.
Direct preparation for the meeting includes the following steps, which are documented:

Plan development;
Making notes in the meeting notebook;
Collection and analysis of order control forms;
Checking the readiness of the premises.

Plan development consists in the fact that the secretary, together with the head, draws up a plan in which the main issues to be discussed are fixed.

Meeting Notebook, according to its name, exists in order to write down issues that need to be discussed at the meeting throughout the week. Thus, the preparation of the meeting is simplified.

Collection and analysis of order control forms lies in the fact that half an hour or an hour before the meeting, the head, together with the secretary, looks through records of previous meetings, their records per week, adjusts the meeting plan.

Meeting participants prepare for the meeting by completing necessary forms and reports. A day or two before the meeting, the secretary checks whether all instructions have been completed, transfers the results of the check to the head or himself analyzes the work in writing.

Reporting (final) meetings.

The main tasks to be solved at such meetings:

Completion of the project (including financial results activities), summarizing the work of the organization for a certain period (quarter, year);
Listening to managers' reports on the work performed;
Setting goals for the new period and approval of work plans.

For holding this type of meeting, the obligatory basis is an administrative document - order head of core activities on organizing a meeting and forming a temporary apparatus (working group) of several employees under the leadership of a responsible person from among the assistants to the head.

The venue for annual meetings is a conference hall or meeting room.

The duration and frequency of reporting meetings is 1.5-2.5 hours at the beginning of each reporting period (once a month or quarter). Often two meetings are held: one is reporting, the other is according to plans.

Notification of the participants about the date, time, duration and agenda of the meeting is carried out by the secretary a week before the meeting.
Notification can be done in two ways:

Letter with parcel invitations (notices);
Orally over the phone.

If all participants in the meeting are employees of the same organization, it is enough to inform them by the secretary by phone.
A common way to invite a meeting is telephone messages. They are used, as a rule, to invite employees of subordinate organizations. The text of the telephone message is drawn up in one copy and agreed with the head.
If employees of other organizations are invited to attend the meeting, an invitation letter is drawn up.
This letter states:

Who conducts the meeting;
Issues for discussion;
Time (date and hour);
Location.

All of this is mandatory. Additionally, you can specify:

Provision of a hotel, its cost;
The need to confirm participation.

If not supposed to send re-invitation after confirmation of participation, the first letter of invitation gives the full address of the venue of the meeting with detailed description how to drive and pass. Often a graphic scheme is made, which greatly simplifies the search.
If a re-invitation is expected to be sent to persons who have confirmed their participation, then the above information about the full address will be indicated in the re-invitation.
Collection and sending of documents for study by the participants of the meeting is carried out by the secretary. In this case, the documents for study should reach the participants no later than 1 day before the meeting.
Direct preparation for the meeting includes the following steps:

Drafting plan and agenda;
Collection materials from structural divisions;
Technical and service functions.

Meeting of the collegiate body.

The main questions that are raised at this type of meetings:

Discussion of issues related to planning activities;
Acquaintance with the results of the organization's activities;
Issues related to the content of the Charter or other documents.

The basis for holding a meeting of the collegial body is regulations Charter.
The decision of the head to hold a meeting of the collegial body is formalized by order with reference to the organizational document (Charter, Regulations).
The venue for the event is the meeting room of the organization.
The duration and frequency of meetings of this type is 1-2 times a year or in accordance with Constituent documents. The duration is several hours.
generation agenda carried out by the leader.
The circle of participants is determined by a pre-compiled list of the last meeting.
So, first document, which is compiled - meeting agenda.
List of participants- This second document to be prepared. Invite to any type of meeting should be only those who cannot be dispensed with:

Employees who are directly affected by the issues under consideration;
decision makers;
Employees with specialized knowledge or experience in solving similar problems.

For a clear organization of work, it is necessary to draw up lists in a particular form, containing all subsequently necessary information to control the progress of not only the preparation, but also the holding of the meeting:

Full Name;
What organization represents and position in it;
Date and method of sending the invitation;
Confirmation of receipt of the invitation (date);
Consent to take part in the work (Yes/No);
Does he intend to speak (Speech topic);
Does it need a hotel;
Do you need tickets for the return trip (airplane, train, date, flight number);
Arrived for the meeting.

If necessary the list can be supplemented with other questions. Such a list, reproduced in the required number of copies, can be used in the following cases:

At the time of registration;
It can be put on the table of the presidium of the meeting, which will allow the presenters to navigate the direct organization of the work of the deliberative body;
Used for the work of economic structures serving the participants of the meeting.

Notification of the participants is carried out by the secretary: an agenda is sent out 1-2 months in advance, indicating the place and time of the meeting. At the direction of the head, the secretary may also make an announcement in the media.
For the prompt distribution of invitations, modern methods of transmitting information are most often used: fax, e-mail.
The collection of materials in the preparation of the meeting is carried out by the secretary: he collects reports or abstracts of reports all speakers.
Head composes draft decision on the issue under discussion or draft final documents.
The presence of projects allows you to delve deeper into the documents, make amendments to them, and discuss them promptly.
In addition, the secretary must demand draft decisions from those employees who prepare the issue and organize their execution.
All documents proposed for the meeting must be collected at least 48 hours in advance and copied and distributed 24 hours before the meeting.
Recently, large reports (messages) are practically not read out. The participants of the meeting have their text (or theses) and, therefore, the speaker, in a limited time frame, emphasizes only the most basic provisions of his speech.

Thus, the process of preparing various types of meetings, regardless of their degree of importance, scale, frequency and duration, requires the mandatory documentation of the main stages of preparation.

In preparation operational meetings the following documents are produced:

plan;
notes in the notebook of meetings;
forms of order control.

In preparation wrap-up meetings:

order the head of the main activity on holding a meeting and creating a working group;
letter- invitation (notice);
telephone message;
repeated letter– invitation (if necessary);
plan and agenda;
materials from structural divisions in the form reports and draft plans.

In preparation meetings of collegiate bodies:

regulations holding such meetings in accordance with Charter;
order the head of the main activity with a link to the organizational document ( Charter, Position);
agenda;
list of participants in a certain prescribed form;
reports or abstracts all speakers;
draft decisions on the issue(s) under discussion or draft final documents.

Holding (servicing) meetings

A mandatory condition for the meeting is the registration of its participants.
If guests are invited to the meeting, signage of the venue should be posted in the lobby. In some cases, a meeting of guests, especially honored ones, is organized at the entrance.
Registration of participants usually starts 30 minutes and ends 5 minutes before the start of the event.
Registration form could be like below:

The registration form is developed taking into account the nature of the meeting. In the event that a quorum is required, the following columns must be provided in the registration form: “personal signature” and “signature decryption”.
The registration form is partially supplemented in advance in order to mark the arrival during the registration process.
The meeting must start right on time. It is advisable to immediately agree with the participants on the rules of joint work, that is, to determine the rules.
Regulations- the order of the meeting, which its participants strictly adhere to after they accept it as the organizational basis of the meeting.
The most important elements of the regulation:

time indicators of the meeting and its individual elements;
main procedures of the meeting;
meeting officials.

To establish a regulation, you need to decide on:

the sequence of discussion of issues submitted to the meeting;
duration of the main speech;
duration of speeches during discussions;
duration of the meeting;
duration of breaks;
the procedure for making decisions when voting;
end time of the meeting.

The officers of the meeting are appointed in advance or determined directly at the meeting in the course of voting or by decision of the organizer of the meeting.
The most important outcome of the meeting is its documented outcome:

protocol;
transcript;
resolution;
decision.

Meeting documentation– record of the process of discussion of the issues put on the agenda.
Recording the progress of the meeting is:

shorthand;
phonogram;
video recording;
logging.

The most common document used to document a meeting is the minutes.
Protocol- an organizational and administrative document containing a consistent record of the discussion of issues and decision-making at meetings, meetings, conferences, meetings of collegial or advisory bodies.
The protocols document the activities of permanent collegiate bodies, such as collegiums of federal bodies, ministries, committees, municipal governments, as well as scientific, technical, and methodological councils.
Meetings of shareholders, meetings of boards of directors are subject to mandatory logging.
When registering commercial banks, chambers of commerce and industry and other protocols are submitted to the state authorities for registration.
Protocols are drawn up and drawn up to document the activities of collegial bodies:

meetings;
conferences;
assemblies.

Protocols can be drawn up on the basis of:

transcripts meetings;
sound recordings meetings;
draft handwritten notes who lead during the meeting;
materials prepared for the meeting (texts of reports, agenda, list of participants, speeches, references, draft decisions, etc.).

Transcript - verbatim recording of reports, speeches and other speeches at meetings, conferences and meetings of collegial bodies, carried out using the shorthand method. After the meeting, the transcript is transcribed, checked against the sound recording and made out. Transcripts or sound recordings of a meeting are made in parts during the meeting itself or immediately after the meeting. The time allotted for the preparation of the transcript and minutes of the meeting should not exceed 3-5 days from the day the meeting was held.
If a sound recording was made (on a tape recorder or a dictaphone), the recording is deciphered, a protocol is drawn up and executed. The audio cassette is stored, as a rule, for 2 weeks in the subdivision providing audio recording of the meeting, and then demagnetized. This time is necessary to clarify the text of the protocol. By decision of the head of the collegiate body, the sound recording of the meeting may be issued for long-term archival storage.
The importance of the protocol for management activities lies in the fact that it contains:

decisions made;
performers;
deadlines for the execution of orders and tasks.

The protocol is drawn up in the form of a general form. Its form includes:

name of the institution - author;
indication of the type of document - protocol;
date of the meeting;
room;
the place of the meeting;
stamp of approval (in the case when the protocol is subject to approval);
title;
text;
signatures.

The date of the minutes is the date of the meeting, and not its execution or signing. Minutes are usually drawn up a few days after the meeting. If it lasted several days, then the protocol date includes the start and end dates, for example: 11-14.05.2012 or 11-14 May 2012. The number (registration index) of the protocol is the serial number of the meeting. The protocols are numbered within the calendar year or the term of office of the collegial body.
The title to the text, as a rule, reflects the type of meeting or collegiate activity and is consistent with the name of the type of document in the genitive case: Minutes (of what?) of the meeting of the Academic Council; meetings of the labor collective; meetings of heads of structural divisions. The heading is printed with a capital letter and separated by 2-3 line intervals from the requisite "place of document compilation". The heading is always placed on the left above the text of the document (as in all other documents).
Particular attention should be paid to the text of the protocol, which is divided into two parts: introductory and main parts.
In the water part are indicated:

surname and initials of the chairman;
surname and initials of the secretary;
surname and initials of those present;
agenda.

The word "chairman" begins the minutes, it is printed two-spaced after the heading, directly from the fields with a capital letter; after the dash indicate the name of the chairman, initials. The word "secretary" is also drawn up. (For example - Chairman - Gusarov N.N. Secretary - Kasatkina L.S.). During operational meetings, this part of the protocol is omitted. The attendees are listed below. The order of registration is as follows. In the minutes of the meeting of the permanent collegial body, the permanent members present are indicated in alphabetical order without positions. After them, the names of those invited are recorded with an indication of their position.
At enlarged meetings and meetings where a large number of invitees are present, their composition is indicated quantitatively, and the family list is attached to the protocol, about which a corresponding entry is made in the protocol itself. (For example: In attendance: 55 people (list attached)).
At meetings, conferences and conventions, where decision making requires a certain quorum, the "Attendance" section indicates how many people should be present and how many came to the meeting.
This is followed by the agenda, which lists the issues submitted for consideration by the collegiate body. Each question is numbered and begins with the preposition "O" ("About"). In some cases, for example, when taking minutes of meetings of collegiums of ministries, committees, the agenda may be attached to the minutes. Then it is not included in the text of the protocol, but only a reference entry is made: "The agenda of the meeting is attached."
The second part - the main one, which fixes the course of the meeting, is the main text of the document, which is built in sections corresponding to the agenda items. For each item there can be such parts: LISTENED / SPEAKED / DECIDED (DECIDED). These words are written in capital letters, each on a new line, followed by a colon, so they visually break up the text.
The word HEARD begins the section on each agenda item. It is written on one line after the numbers indicating the serial number of the question.
The surname and initials of the speaker and speakers in the debate are indicated on a new line from the paragraph. The content of the speeches is stated in the third person singular. If there are texts (or abstracts) of reports and speeches, they are not recorded in the protocol, and a dash after the name of the speaker or speaker is indicated: "The text of the report (speeches, messages) is attached." After each presentation, if any, questions and answers are recorded in the order received.
The final part of the section for each agenda item is a record of the decision taken on the issue under discussion. The decision is made collectively, which often involves the vote of the participants. However, in management practice, voting results are usually not reflected in the protocols. If such a need arises or a protocol is drawn up in which the voting results are mandatory (for example, the minutes of a meeting of an attestation (qualification) commission or a general meeting of shareholders), then they are indicated separately for each item of the decision. For example, "Unanimously" or "For - 44, against - 1, abstained - 10". The texts of the protocols of the attestation commissions record the decisions made on the candidacy of each employee.
A decision containing several questions is divided into paragraphs and subparagraphs, which are numbered in Arabic numerals.
The operative part of decisions, like administrative documents, must be specific and contain components: to whom, what to do and by what date. One or more officials or a structural subdivision may be indicated as an executor. The due date can be specified as a calendar date or as a period for the completion of the work.
The signatures of the chairman and secretary of the meeting complete the protocol. One copy of the protocol is signed. On the left is the signature of the chairman, on the right - the secretary.
Brief Protocol- fixes the issues discussed at the meeting, the names of the speakers and the decisions taken. It is allowed to omit the names of the chairman, secretary, those present. Such a protocol is kept only in those cases when the meeting is transcribed, and reports and texts of speeches will be presented to the secretary, or in cases where the meeting is of an operational nature.
Complete Protocol- fixes the discussed issues, the decisions made and the names of the speakers. It contains fairly detailed notes that convey the content of the reports and speeches of the participants in the meeting, all the opinions expressed, questions and remarks, remarks, and positions.
The minutes are drawn up by the secretary of the meeting, reprinting the text, editing it and agreeing with the chairman of the meeting or the head of the structural unit. The protocol acquires legal force only if there are two signatures - the chairman and the secretary. Signatures are placed, separated from the text by 2-3 line intervals, from the border of the left margin.
Decisions of collegiate bodies brought to the executors in the form of independent documents - decrees and decisions. In other cases, an extract from the protocol is made.
Extract from the protocol- an exact copy of a part of the text of the original protocol relating to the agenda item on which the extract is being prepared. It reproduces:

all details of the form;
introductory part of the text;
the agenda item on which the extract is being prepared;
text reflecting the discussion of the issue;
decision.

An extract from the protocol is signed only by the secretary, he also draws up an attestation. It consists of the word "True", an indication of the position of the person who certifies the copy (extract), personal signature, surname, initials and date. If an extract is given for submission to another organization, then it is certified by a seal.
The result of collegial activity may be administrative documents: resolutions and decisions.
Decree- 1) a legal act adopted by the highest and some central bodies of collegiate management in order to resolve the most important and fundamental tasks facing these bodies and establish stable norms and rules of conduct. The resolution, as a rule, has a long validity period and applies to a wide range of organizations, officials, regardless of their subordination ; 2) an act of the governing body of a public organization
Resolutions are issued by the highest bodies of state power, committees, commissions formed under the authorities.
There are 2 types of orders:
- resolutions that decide organizational issues of the activities of the commission, committees (issues related to the creation of a body, the distribution of responsibilities between members, approval of the plan);
- resolutions addressed for execution by other bodies, enterprises, officials.

Commissions that have powers of authority (administrative, supervisory, juvenile) adopt decisions that are binding.

Commissions that do not have power powers adopt resolutions that are advisory in nature (“Propose”, “Recommend”).

The resolutions reveal economic, political and organizational issues. Resolutions approve different normative documents.

The text of the resolution consists of a statement and an administrative part, signed by the chairman of the collegiate body and the secretary. The project is endorsed by a legal adviser. The resolution is printed on A4 letterhead.
Form- a sample resolution consists of details:

coat of arms;
name of the type of document - RESOLUTION;
date, number;
place of publication;
title to the text;
text;
signature;
visas - approvals.

Decision- an administrative document of the collegiate governing body. Published by ministries, departmental, federal agencies, scientific councils.
Solutions- 1) joint acts issued by several heterogeneous bodies (collegiate and acting on the basis of unity of command, state bodies and public organizations, etc.);

2) resolutions of meetings, meetings, etc.

The text of the decision consists of ascertaining and administrative parts.

The ascertaining part indicates the reasons for issuing the decision, the goals that are achieved when it is implemented. If the decision is issued on the basis of an administrative document, the number, date, heading of this administrative document are indicated in the ascertaining part.

In the administrative part indicate the name of the decision-making body, then the word DECIDED in capital letters on a separate line.

The administrative part can be divided into paragraphs where the performer (organization, structural unit, official) is indicated - action - deadline.

The decision acquires legal force after its signing by the chairman and secretary of the collegiate body, assigning it a number (ie registration) and affixing the date. The date of the decision is the date of the meeting of the collegiate body at which it was adopted.

The decision is drawn up on A4 forms.

Form- sample solution consists of details:

name of the organization - the author of the document;
name of the type of document - DECISION;
date, number;
place of publication;
title to the text;
text;
signature (of the chairman, secretary);
approval visas (drafter, head of the subdivision introducing the draft decision, executors, legal adviser, officials responsible for the execution of the decision); Brief dictionary of types and varieties of documents. M., 1974, pp. 31-32.
Brief dictionary of types and varieties of documents. M., 1974, p.37.

systems business expert

"The effectiveness of a meeting is inversely proportional to the number of participants and the time spent."

Old and Kahn's law

to whom: owners, top managers, middle managers

Scenarios for using the article: for whom it is useful and why

Owners- introduce a single standard for holding meetings in the company using the proposed regulations; get transparency in the activities of managers who regularly hold meetings; organize efficient and effective conduct of the board of directors.

Top managers and middle managers- effectively solve complex problems and tasks with the help of meetings, use single standard for mutual understanding between all participants.

Specialists-Help your manager conduct meetings more effectively and efficiently.

This terrible word "Meeting"

Harmless, at first glance, the topic of meetings leaves few people indifferent. It is worth touching it and a violent reaction is provided! As my practice shows, the situation with meetings in companies tends to one of the extremes:

The manager believes that meetings are a waste of time, because a lot of work can be done in the time saved. Therefore, meetings in the company are not held, even when it is absolutely necessary. As a result, performers are faced with distorted information, and many problems of a strategic nature, at the junction of departments, or not falling into someone's area of responsibility, are simply not solved.
The reverse situation is when the manager calls meetings on every little issue, the composition of participants is always maximum and redundant, each meeting turns into a discussion of everything and everything and lasts for 3-4 hours. In this case, conscientious employees who simply do not have time to complete professional tasks “sound the alarm” - they have ten meetings every day. The manager is pleased: it seems that everything is under control.

The result is paradoxical. Often, meetings as a management tool are not used at all or are used with zero results by both managers and conscientious subordinates.

Some people think that a meeting is when there are many participants, the topic is at least global in scope and it lasts several hours.

Within the framework of the article, I consider the meeting in a broader sense. The so-called operative or flyer, in which 2 people can participate and last 15 minutes, is also a meeting option. Regular discussion of the statuses of launched internal projects is also a meeting.

The meeting can be either ad hoc (goal: discussion of a problem, opportunity, idea, strategy) or pre-planned with a specific composition of participants. Board of Directors- This is a variant of a regular meeting, largely with a typical agenda and composition of participants.

Leo Tolstoy gave us a wonderful phrase: "All happy families are alike; each unhappy family is unhappy in its own way". For meetings, the opposite rule applies: “All inefficient meetings are the same”: participants fall asleep under the monologue of the speaker, questions are not resolved, nothing is done as a result.

I bring to your attention typical problems of meetings. I am sure that you will find them both in the boards of directors held, and in the morning operatives, and in the conferences gathered to solve a specific problem.

The meeting participants are busy solving small issues, there is no time left for strategic ones (low level of organization).
They go around in circles - they discuss the same problems / tasks, but nothing is done based on the results of the meeting (the situation “we talked and parted”).
No one knows what to grab onto - they generate new tasks at the meeting when the old ones have not yet been completed (with this approach, neither one nor the other will be completed).
The meeting participants shift responsibility to each other and think not about the benefits of the case, but about how to divert the attention of the head from their unit and “flood” colleagues from related departments.
The meeting is held in the format of a “manager's monologue”: what kind of discussion of ideas and proposals is there, in this case the rest of the participants become superfluous.
An excessive number of participants in the meeting is invited, because of which the latter turns into a farce or a sleepy kingdom.
Lack of transparency: God only knows what middle managers and their subordinates are conferring about and how productive it is! It seems that all of the above problems are present at these meetings :-)

Consequence: the extremely low efficiency of meetings, which turn from a management tool into a burden and a demotivator for conscientious employees.

Step-by-step algorithm for preparing and holding workshops and the board of directors

How to make meetings and the board of directors an effective management tool for solving complex problems and tasks? I propose to use a step-by-step algorithm, developed taking into account both my own mistakes in conducting meetings, and the experience of my clients, whom I advise on regular management. I recommend that you finalize / improve it based on your personal experience and the specifics of your business and make it not based on the corporate regulation-standard.

Of course, I could not convey in the algorithm all the specifics of specific types of meetings: operational, board of directors assembled to solve specific problems, meetings of project groups, committees, etc. For each of them, you can write a separate regulation and algorithm: what is its typical agenda, what materials need to be prepared, in what format should the presentation be, what are the requirements for the content and structure of reports.

I profess the principle “from simple to complex”, therefore, in the algorithm, I concentrated on general, simpler points that apply to all meetings held, including the board of directors. Adding specifics after mastering them will be a matter of technique.

1. Determine who and what key roles will play in the preparation and conduct of the meeting

One person can play one single role, or several in one person. Let's list them:

Customer- the person most interested in achieving the objectives of the meeting. For example, the CEO decides to call a meeting to look for ways to reduce manufacturing defects. In this case, he will be the customer.

Responsible for organizing and conducting the meeting- the one who organizes the preparation and fixing of the agenda of the meeting, the gathering of all participants at a given time and place, familiarizing the participants with the materials before the event, setting tasks based on the results.

Moderator- organizes the meeting process in terms of group management.

Secretary- engages in fixing opinions, facts and decisions. Keeps minutes of the meeting.

Speakers, speakers, judging, etc.- participants of the meeting who should offer solutions on a specific issue or give an expert opinion.

The key role, the absence of which is guaranteed to ensure the futility of the event - responsible for organizing and conducting the meeting(abbreviated as OOPS). By a tragic coincidence, they forget about her, and, frankly, they “chuck her out” on her. The average Russian leader is not interested in organizing and preparing - give him active actions and “rise on the attack!” That is why it is necessary to talk about this role in more detail.

First, the word "organization" does not always imply work with one's own hands. The organizer can either perform it himself or delegate the task to other employees (I remind you of the basic principle: a task can be delegated, responsibility for its implementation cannot be) and control the implementation.

To ensure the meeting is useless - do not assign anyone responsible for organizing and conducting it

I remind you that one person can play several roles. If the “Customer” simultaneously plays the role of “Responsible for organizing and holding the meeting” - the most important thing is to be aware of this and ... intrigue ... actually play it! If you don’t do this in practice, appoint another person explicitly (the principle “You must guess yourself” is extremely bad for system management), or don’t ask “Why didn’t everyone get together on time?” You didn't collect them!

Do you have a person in charge of the organization? Congratulations! This is one of the reasons that most meetings go off without a hitch, and when you start to understand the reasons, it turns out that no one is to blame. And the worst thing is that next time everything will be the same.

2. Formulate goals, draw up an agenda (plan) for the meeting

The customer of the workshop defines the objectives. Based on them, he draws up the agenda on his own, or delegates it to another employee and informs his name to the person responsible for organizing and conducting the meeting (OOPS).

For each subject of discussion at the meeting, several goals can be expected to be achieved at once. In this case, they must be listed all.

Typical options for meeting goals:

Formulate goals, problems, opportunities, etc. (Example: we need to achieve revenue of 2 million rubles a month from the work of stores).
Prove the existence of a solution (exchange of opinions on the problem, specifying the conditions of the problem; data analysis).
Find options for solving a problem / problem (brainstorming), make a list of the most promising options (subject matter experts must be involved).
Choose one of the most promising options for solving the problem.
Develop a scheme (model, concept) for solving the problem (the subject matter experts must be involved).
Discuss the scheme of a specific variant of solving the problem (a kind of crash test: searching for weaknesses and opportunities).
Present the developed model (scheme) of the solution, collect feedback, involve those who will implement or use the solution
Discuss tasks, statuses, minor issues as part of the implementation of the solution (usually relevant for a regularly meeting group: board of directors, project committee, etc.).
Train employees (conduct a master class).

In fact, goals are the core of the agenda. Sometimes they do not need to be supplemented with anything. After formulating the goal, it is important to think about: maybe you can solve the problem / task without a meeting, or you need only one person for this.

for example,the company has a problem of low processing speed of requests from customers. The General Director - the Customer, fixes the goals “To brainstorm and outline the most promising options for solving the problem” and “Discuss the solution proposed by Ivanov P.”. Next, the Customer sets the task of preparing the agenda for the meeting to the head of the client department.

The person responsible for organizing and conducting controls the compliance of the agenda with the internal regulations. for example, check the execution of the rule “Do not include minor issues that can be resolved between two participants in the meeting or at the level of the head-subordinate, that is, without the involvement of all participants”. This approach will allow you to focus on strategic issues and minimize the “burning” of time.

Be sure to include on the agenda materials that participants need to study before the start of the meeting.

Sample agenda:

1. Present a new model for working with client projects. Answer questions (responsible: Alexey Smirnov).

To study the materials before the conference by all participants (links to each document are attached):

Description of the concept.
Sample new plan format for 1 month.
An example of a strategic plan for 6 months.

2. Develop a draft version of a strategic plan for attracting customers from the Internet for 6 months for the client "Ivanov and Partners" (responsible: Alexey Smirnov).

3. To test in practice a new scheme for gathering the project team to discuss and draw up monthly plans. Collect feedback on the results (responsible: Petr Ivin).

3. Determine the composition of the participants

Based on the goals and agenda, it is necessary to determine what kind of people will be needed for the discussion.

If an employee is not required to actively participate in the discussion of the issue, but his active participation in the implementation is planned, it makes sense to invite him to the meeting in order to:

Get feedback from implementers (allows you to avoid building castles in the air that cannot be implemented).
To convey to the implementers the goals and principles for minimizing distortions in solving the problem in practice.

Forming the number of participants only from those necessary and at the same time sufficient to achieve the goals of the meeting is a task that requires a certain art. The more employees hear the problem / task first hand, the less distortion there will be, but the more the possibility of the presence of extra people increases, burning their working time and energy.

Based on personal experience, I brought out one life hack: look at the participants in previous meetings on a similar topic / issue. If there was no significant benefit from a person at the meeting, and his participation did not have any positive effect on his subsequent work, this is the first candidate for exclusion from the list of participants in future meetings. Here it is important to distinguish between those who talk a lot and those who speak on the matter.

For each participant, it is necessary to determine and convey the necessary degree (if it is meant to be different) of his study of the agenda and attached materials. A typical mistake: when the leader thinks that they "guess it themselves." But the practice is cruel: those who do not need to study the agenda in detail will definitely spend 2 hours on this, while the key participant, as it turns out during the meeting, "only looked with one eye."

The degree of study can be:

Detailed - active participation of a person is necessary when discussing / searching for a solution to a problem or during subsequent implementation.
Medium - studying without diving into small details, but in sufficient detail to actively participate in the discussion.
Superficial (skimming) - to catch the general idea, key thoughts, strategy. From such a person, a reaction is required to the information said by the participants, already in the process of discussion.

An example from my practice:

In one trading company, a meeting was held to hold a promotion. The CEO included accountants, lawyers, and HR specialists among the participants. What for? To hear their independent opinion.

However, a month later it turned out that the banner and the action still did not please the CEO. We tried to find out who is responsible for the result and who made certain changes to the concept. It turned out, of course, according to the principle “Victory has a thousand fathers, and defeat is always an orphan” - no one was willing to take responsibility.

What is the right thing to do in such a case? The General Director should create a project group for the action and appoint its leader (he must have the final say and be responsible for the final result). Include in the project team only specialists who should actively participate in the development of the action, based on their professional competencies: team leader, marketer, designer, head of the advertising department. If desired, the CEO can take part in the first gathering of the project team in order to convey their principles and views to the performers without distortion.

4. Organize the paperwork for the meeting

I recommend using online documents (Google Docs, Microsoft365, etc.). They have an undeniable advantage: all participants see changes to the document in real time, everyone always has an up-to-date version of the results (this will also allow you to immediately fix links to the tasks assigned by those responsible for their implementation in the action plan following the meeting).

If you need to collect participants' signatures based on the results, you can always print an online document and familiarize yourself with it against signature.

There is two options for storing plans and results of the meeting in online documents (LOG documents):

Use a separate document for the meeting. Allows you to restrict access to members only. Cons: redundant actions to create files, it is difficult to analyze the dynamics.
Create a document for a specific topic, i.e. use one file repeatedly, supplementing it with information about new meetings. This is very useful for trend analysis, a quick view of all meetings for a month, and so on. It is assumed that key and permanent participants have access to the entire document.

For permanent groups (such groups can be formed in key areas of business from top managers), I recommend creating a common LOG document of conferences. for example, HR group includes: head of HR, executive and general directors. Agree, it is much easier to analyze the results of the last ten conferences in one LOG document than to open and click on 10 different files.

If the composition of participants is constantly changing (for example, new ones are connected), you can manage access rights to the LOG document at the group level. This is especially valuable when meetings provide access to other documents. That is, in the online document service, you need to create a group and add members to it.

Grant access to the LOG document and accompanying files to a group, not to users. Now you only need to add and remove users to the group. They will automatically acquire or lose access.

What if there were additional people in the constituency meeting who would not like to be given access to the results of previous and subsequent meetings? Copy the agenda and results from the LOG document to the task for them (more on this below) or, in extreme cases, print it on paper.

5. Create a task structure for the meeting

This item is suitable for those who use formalized task setting systems (Bitrix24, Megaplan, Trello, etc.). Are you not doing this yet? My online course "" will help you make the only right decision.

So, each meeting participant needs to set a separate task, in which to indicate a link to the agenda (or attach a file with it to the task).

While preparing for the conference and studying the agenda and attached materials, the participant records in the commentary to the task the result obtained and the time spent on preparation, as well as his suggestions / comments.

For example, in Bitrix24 you need to do this:

Create a task and indicate the first executor responsible for organizing and holding the conference (OOPS), as well as co-executors - all other participants. Tasks for them will automatically become subtasks to the OOPS task. This will be convenient for both the organizer (he will be able to manage such a bundle) and the Customer (it is easy to see the big picture).
Task title requirement (the title in the LOG document will be identical): Conference from DD.MM.YY: The main topic and purpose of the conference. Example:Conference from 08/20/18: discuss options for solving the problem "Slow response to customer requests", choose a person responsible for implementation (or, perhaps, a more detailed analysis of the problem, drawing up a plan).

The word "Conference" in the title will allow the senior manager to display in the task report all the conferences held in a month, for 3 months, and evaluate their effectiveness.

Make a link in the LOG to the general task (created to the first performer), so that when studying the LOGs, you can easily find out the time spent on tasks by all participants in the meeting: preparing and studying materials, the meeting itself, setting tasks based on the results.

6. Have participants study the meeting agenda and attached materials

The degree of effectiveness of the meeting is directly proportional to the degree of preparation of its participants. To study the meeting agenda and materials, you can create separate tasks, or you can use those created for the meeting (it is important to show the results of each of them using comments and record the time spent separately).

Everyone who has studied the plan of the meeting and the attached materials should formulate their proposals, feedback, preliminary questions, and other comments. Proposals are written either using the “comments on the task” functionality, or they can be recorded in a specially created section in the agenda (LOG document) indicating who submitted it and when. I leave the choice of method to your discretion.

OOPS analyzes the received feedback, if necessary, discusses with the Customer. If the additions are recognized as significant, they are introduced to all participants in the meeting. Sometimes it makes sense to reschedule a meeting or change the list of questions and participants.

Why study the agenda and materials?

So that the participants are ready for the meeting and you do not spend the lion's share of time on the introductory word.
So that people can immerse themselves in the context in advance (including preparing the necessary data and information, analyzing their experience), in this case, their productivity and efficiency at the meeting will be much higher.
So that participants can think about ideas, solutions, etc. in advance. (the human brain has the ability to think in the background, not without reason there is a folk wisdom “Morning is wiser than evening”).

7. Hold a meeting

The key role that determines the success or failure of a meeting is the moderator. It can be played by the Customer responsible for organizing and running the meeting, or another selected participant.

Neither the Customer, nor the Moderator (I specifically focus on the roles that can be performed by top managers), nor the speakers should be late for the start of the meeting. Remember that any delay negatively affects labor discipline and burns the time of the participants (they are also sitting and waiting for you).

Moderation and Participant Engagement

Finding a good moderator is not easy. In order to play this role qualitatively, the following managerial competencies must be well developed: “decision making”, “team management” and “communication”. Otherwise, even a well-planned meeting can easily turn into a farce, a useless meeting and a source of mutual resentment.

The main tasks of the moderator:

Involve participants in active work at the meeting: formulate questions; express opinions and suggestions; participate in the development of decisions (encouraging activity, you need to turn to those who are silent. So none of the participants will be able to do parallel things). A good trick is to show how a specific issue on the agenda will affect or relate to the work of the participants (this is where everyone will definitely listen carefully!).
Return to the agenda of the meeting (in case of revealing important issues, put them into a separate task).
Stop any conflicts, translate into a constructive channel.
If necessary, switch participants from opinions to facts (translating criticism into constructive criticism: facts are voiced without turning to personalities).
Concentrate the participants on the search for solutions to the problems that have arisen, and not the guilty ones.
Create an atmosphere of mutual respect and openness (absence of taboo topics, willingness to discuss “pain” points).
Control time: the duration of the meeting and the resolution of specific issues; time for comments and presentations by participants.
Summing up the meeting: note the key issues and decisions made; evaluate the effectiveness of the meeting; note positive and negative points, outline points of growth; give feedback on the work and involvement of participants.

As you can see, the moderator's task list is far from trivial. Are you ready to become a moderator?

It will be much easier for the moderator if a corporate standard is created and brought to the attention of all employees in your company “Rules for constructive discussion of work situations” which includes items such as:

Discuss the actions, not the personality of the employee (“Lack of immersion in the details of the problem leads to dissatisfied customers” instead of “You do not know how to work with customers”).
Operate with facts, not opinion (“Our sales fell by 20%” instead of “Our sales failed”);
When expressing an opinion, emphasize that it is an opinion (“In my opinion, you should solve the problem of a long delivery of goods to the buyer” instead of “You are not doing a good job”).
Be guided by the interests of the business, and not by your personal ones.
Do not criticize, but note the facts and offer solutions (Questions: What exactly do you see as a mistake? What solutions do you offer in this situation?).
Each person believes that the world revolves around him, so be respectful of the points of view expressed by others, even if they seem inappropriate to you.
Admit your mistakes, think about how to use them and other people's mistakes to develop the company and improve processes.
And much more.

Fixing agreements and results

During the meeting, the secretary also comes into play. His task is to record for each question:

All sounded proposals and sounded problems on solving problems and their authors.
Issues submitted for separate study outside the meeting
Final decisions and action plan with those responsible for completing the tasks.

The role of the secretary is essential for the follow-up to the meeting. The secretary must be able to distinguish important details in what he hears and type quickly. Where there is no secretary, even well-run meetings can be empty zilch. We talked, discussed, but no one knows what to do as a result.

How to process the results of the conference? You can create a separate task in Bitrix24 (linked to the general task of the conference), or you can take it into account in the same task that was created for the conference. The second option is convenient if the processing of the results (setting the planned tasks) requires little time. Do not forget to record in the comment to the task how much time was spent.

8. Consider actions to implement the decisions made in life

We have reached the most painful and “dark” topic. In many algorithms, it is diplomatically omitted. I think that the big trouble is not so much in properly organizing the meeting, but in implementing the decisions that have been made. Implementation gets the least attention, which is why many meetings remain useless conversations and exchanges.

For some managers, lazy or unskilled, the need to introduce something into the daily activities of the company causes genuine fear. They try to dodge any tasks following the results of meetings or profane the idea. To identify unfortunate leaders, I recommend a checklist “ doomsday” from the article “ ”.

Of course, within the framework of a few paragraphs, it is hardly possible to cover the topic of executing scheduled tasks, pulling on thick volumes. Therefore, I will focus on it in the context of the meetings.

A brief algorithm of actions for implementing the solution in practice:

Find a solution.
Develop a technology for performing / solving a problem.
Implement a solution.
Carry out intermediate and final control.

Why are most solutions not implemented in practice? Because following the results of the meeting, as a rule, only the points “find a solution” and “intermediate control” were completed. Finding a solution to a problem or problem is only 10% of success, much more difficult to implement in practice.

For simple tasks that need to be completed at the end of the workshop, it will be enough to put a link to the corresponding task in your task setting system opposite (Bitrix24, Trello, Megaplan, etc.). In the future, when retrospective, it will be convenient to click on them to see what statuses they were completed with (if, of course, they were!).

Unfortunately, developing a technology and implementing a solution is not always a one-step trivial task. Rather, it is a complex task, for which it is necessary to involve different specialists and a separate leader to organize the process.

Finding a solution to a problem or problem is only 10% of success, it is much more difficult to implement in practice

It is very important, before launching the implementation, to assess the availability of resources (human, temporary, material). This is where the technology for managing internal projects and their portfolio (all running ones) will help. To study it, I recommend starting with the article “”.

An example from my practice:

In one large manufacturing company, a board of directors is regularly held, in which owners and top managers take part. The Board of Directors is excellently organized. There is a secretary and a moderator. At some point, the key owner noticed that many issues are discussed from meeting to meeting with enviable regularity, but there is actually no progress in their solution.

The revision of the technology for managing internal projects and their statuses helped; transformation of large compound tasks into projects; reviewing the responsibilities and workload of employees involved in internal projects; development of a program of adaptation and training in project management.

9. Regularly Hold Meeting Retrospectives

A retrospective can be performed by both the immediate supervisor (conducting meetings) and a superior. In the LOG, you can allocate a separate place for the retrospective or make a special table with retrospectives and links to the meetings being evaluated (the advantage of the table is that it is easier to track the dynamics and quickly navigate to the necessary data).

The key objectives of the retrospective are to evaluate and make org. findings:

View meeting logs, evaluate the quality of organization and conduct. Regulatory compliance.
How high quality and effective solutions are accepted as a result.
How the adopted decisions are implemented in practice and whether they are implemented. What is the reason for the slowdown.
The composition of the participants: who is superfluous, who is missing.

Based on the results, outline actions to correct the situation. Outline worthy of encouragement, the most actively working employees.

Regular meetings: features

Regular meetings are events held on the same topic, usually with the same participants. Example: board of directors, HR meeting (committee), project teams, committees.

A committee is a variant of a project team when the project is an ongoing program (ex: finance committee). May also be referred to as “Key Area Group” (example: Finance Group).

When the composition of participants is constant, time and resources are saved for organizing and holding a meeting:

Roles are distributed.
Part of the agenda is permanent.
The timing is also regular.

It is possible to single out recurring questions for discussion (tasks) for a specific group and describe them in the regulations. for example, the program of the meeting between the CEO and the head of the HR department can include:

Discuss the list of running onboarding training programs for top managers and their current status.
Solve problems that arise when searching for employees that could not be solved; any other problems.
Discuss the achievements of the HR department over the period. Make org. findings.
Consider proposals for the development of HR processes. Determine next steps for them.
Discuss other questions and tasks.

Remote meetings: features

In remote meetings, online documents acquire special value, since everyone will see what the secretary fixes and what changes are made to the document, and, if necessary, will be able to supplement it on their own (if such a right is provided for by the meeting format).

For remote meetings, it is important that the presenter's (or currently presenter's) screen is shared. It is recommended to turn off the microphones during a remote meeting (if more than 2-3 people are participating) while listening to the speaker, so as not to clog the air with extraneous sounds.

Also check the operation of the equipment in advance: microphones, webcams (if necessary), screen recording software.

How to replenish the knowledge base of the company through meetings

Meetings are a treasure trove of useful information for a company's knowledge base and employee training program. If approaches to solving a specific problem are being discussed, technology is being developed, or a master class is being held, record a video (it will be even more convenient in a remote format - it will be enough to record a computer screen) and add it to the knowledge base and / or training program.

You will be able to quickly bring new employees up to date, while saving a significant amount of time, as well as minimizing the amount of distortion. For the owner, a recorded meeting with his leading role is one of the effective ways to convey his views on the work of the company to line specialists, bypassing many intermediaries in the form of top managers and middle managers.

Conclusions: Quality over quantity

A well-organized meeting, if approached thoroughly and professionally, is a very costly process for all types of resources. Count only the time that employees spend preparing, familiarizing themselves with the agenda, the meeting itself and possible work on the results.

In some cases, it is enough to organize a conference with only one person (but according to the same model).

Remember that in meetings, quality is more important than quantity. Better to have 10 well-organized meetings that get the job done than 40 hastily meetings with no follow-up action.

Business meetings (conferences) are one of the most important forms of management activity. During the meeting, information is exchanged between subordinates and the leader, management decisions are made.

As experience shows, business meetings do not always bring the desired effect due to the fact that many managers do not clearly imagine the technology of their organization and conduct. In a number of cases, business meetings are convened too often and poorly prepared; too many people are involved in their implementation, and certainly the “first” leaders; unreasonable length of meetings reduces their effectiveness; finally, the decisions that are made at business meetings are often unsatisfactorily formalized and poorly controlled in the process of implementation, which significantly reduces their effectiveness, and therefore there is a need for a second meeting on the same issues.

business meeting- a way to involve the collective mind in the development of optimal solutions to the most pressing and most complex issues that arise in the enterprise.

The management process in this regard is reduced to three main stages:

Collection and processing of information;

Coordination of activities of all departments of the company and all employees;

Decision-making.

In addition to its direct purpose, each rationally organized meeting also solves an important educational problem. At the meeting, employees learn to work in a team, take a comprehensive approach to solving common problems, reach compromises, acquire a culture of communication, etc. For some employees, being in a business meeting is the only opportunity to see and hear the top management levels. In addition, at a business meeting, the manager is given the opportunity to show his managerial talent.

Thus, the manager's managerial actions are supplemented by collective meetings (meetings) at which everyday business issues and problems are solved.

In this regard, we can formulate the main tasks that can be solved with the help of business meetings:

Development and strengthening of the company's policy and its implementation;

Integration of activities of all departments and services, taking into account the overall goals of the company;

Identification and calculation of collective results;

Collective problem solving, taking into account the learning effect.

To achieve the goals, it is necessary to properly prepare the meeting and conduct it. There are several mandatory elements without which the goals of the meeting will not be achieved (Fig. 1).

Meeting preparation begins with determining the feasibility of its implementation. When deciding on the need for a meeting, the manager should think about the tasks that need to be solved at it (such a form of work as a meeting is more productive than others). A meeting should be held when there is a need to exchange information, identify opinions and alternatives, analyze complex (non-standard) situations, and make decisions on complex issues.

Rice. 1. Technology for organizing and holding business meetings

In addition, at the same stage, the manager must analyze all alternatives to this form: the decision of higher management; the possibility of resolving the issue by phone; conference call; the ability to combine with other (scheduled) meetings. And if after that the manager is convinced of the usefulness of the meeting, it can be held. Otherwise, it must be abandoned.

After a decision is made on the need for a meeting, the agenda and composition of the participants are determined.

When preparing the agenda, it is necessary to determine:

The conditions that the end result of the meeting must meet. They define the goals of the meeting. It is necessary, for example, to make it clear to oneself that not every meeting can provide ready-made solutions;

Who and what preparatory work should lead. Sometimes it is advisable to create a working group that prepares the agenda, holds preliminary short meetings in divisions, meetings of two persons, etc.

The main mistakes made when setting the agenda:

1. There is no main topic of the meeting, and if there are several topics, then it is not possible to ensure their precise differentiation and appropriate analytical discussion.

2. Participants were not previously explained the essence of the problem under discussion.

3. The agenda includes issues of different volume and varied content, as a result of which the meeting turns into a discussion, and often into a squabble between its individual participants or groups, the number of participants put in the position of passive listeners increases.

4. Unable to stick to the agenda, deviate from it and consider spontaneous side topics or some eternal problem (supply issues, etc.).

When deciding on the composition of participants, it is necessary to approach the formation of the list very carefully, both in terms of quantitative and qualitative composition. It is not necessary, for example, to invite heads of departments to every meeting. It is necessary to involve in the meeting those officials who are the most competent in the problem under discussion, and, as practice shows, they are not always the heads of departments.

With regard to the number of participants in meetings, you should not invite as many people as there are chairs in the meeting room (invitation for mass participation). The best option is the coincidence of the number of participants in the meeting with the number of those actively participating in the discussion of the issue. The main criterion for the selection of participants is competence in precisely the issues on the agenda.

Having determined the composition of the participants, it is necessary to appoint a day and time for its holding. As a rule, one specific day per week is set aside for the meeting. This allows its participants to properly plan their working time and properly prepare for it. The best day for a meeting is Wednesday or Thursday, as the weekly health curve has a noticeable dip on Monday and Friday.

Meetings are best held in the afternoon. It is known from the theory of biorhythms that a person has two peaks of increased efficiency during the working day: the first - from 0 to 12 o'clock and the second - between 16 and 18 o'clock. It is best to time the meeting to the second peak. This will serve as an additional incentive for the meeting participants, encouraging them to work quickly and efficiently so as not to stay up late. Since any meeting disrupts the normal rhythm of work activity, it is not advisable to hold it in the first half of the working day (the first peak).

The main mistakes made during the meeting:

Its duration is not regulated;

The established duration is not respected;

Meetings are too long;

No breaks are taken;

There is no time limit for reports and speeches;

Participants do not know how to express their thoughts concisely and clearly.

As a rule, a significant part (more than 70%) of business meetings is held in the office of the head of the organization. However, it is better to convene meetings in rooms specially equipped for this purpose.

The main mistakes made when determining the location of the meeting:

Too many meetings are held in the boss's office;

During the meeting, telephone conversations are conducted and even visitors are received;

The meeting room is poorly equipped and not well lit.

Preparing meeting participants- the last stage in the procedure of business meetings. The essence of all work in this direction is to familiarize all participants with the agenda in advance and necessary materials. Everyone should know in advance the topics and objectives of the meeting, which in the future will contribute to the effective conduct of the meeting, since its participants will be properly prepared for it.

Holding a meeting. Optimal duration of joint mental activity a large number people is only 40-45 minutes. After 50-60 min. the participants of the meeting are weakened by attention: there is noise, unnecessary movements, abstract conversations. If you continue to continue the meeting without a break, then most people get tired. After a 30-40 minute break, those present feel better, their normal state is restored, and the discussion of problems can be continued.

After 90 min. work, attention and interest in the problems discussed disappear. Experts call this stage of the meeting the period of negative activity (Fig. 11.4). At this moment, a person becomes uncontrollable, treats everything nervously and incredulously. Decisions made at such a time are usually characterized by extremism.

If the meeting lasts 2 hours without a break, then more than 90% of its participants agree on any decision, if only this meeting ends quickly. Thus, the optimal duration of the meeting should be no more than 1 hour. If the circumstances of the case require longer work, then after 40 minutes. meetings must be announced 10-15 - minute break.

Everyone knows what is regulations but not everyone follows it. If the rules are not established before the start of the meeting, this already creates the preconditions for an unbusinesslike atmosphere at the meeting itself. A special role in the observance of the regulations is given to the chairman of the meeting. However, each participant in the meeting, regardless of their position, must show respect for the regulations.

Protocol of the meeting- This is the primary official document, on the basis of which the management has the right to require employees to perform the tasks assigned to them.

The secretary of the meeting records the most important points in the minutes on behalf of the meeting:

Achieving the purpose of the meeting;

Decision;

Task executors and deadlines.

The logging model is shown in fig.

Rice. Meeting Minutes Model

Summing up and making a decision. The final stage of organizing meetings is making a decision and putting it into practice. It should be borne in mind that the decision at the meeting is made by everyone together and each separately. The extent to which the meeting participant managed to include his ideas and considerations in the overall decision depends on its effectiveness.

In essence, at this stage it is necessary to explain by whom and in what time frame a certain amount of work should be performed and in what form the results of the meeting will be summed up (distribution of the protocol or part of it, extract from the protocol). A decision is also made on the breadth of information (the whole team or part of it).

Solutions are generated in two ways:

A specially elected commission for the preparation of the decision draws up its draft in advance. The project is being read. The meeting participants make their own adjustments and adopt it based on the voting results;

The chairman of the meeting sums up the discussion and formulates a decision.

After that, the person or group of persons who carry out its execution and control over the implementation of the decision are determined.