MIBS: Business Communication

LECTURE 7: BUSINESS MEETINGS

1.0 INTRODUCTION
Generally speaking, business meetings include committee meetings, boards of directors, sub committee
meetings, steering committees and work groups.
Qu: What are Quality Circles?

All organisations, public, private or NGO’s do run meetings of some sort, the structures and proceedings
of each being similar to varying extents, but not necessarily identical.
What follows is a description of typical formal business meetings.
A meeting is a gathering of two or more people where positive discourse occurs. Of course their purposes
will vary.

2.0 FUNCTION OF MEETINGS

- To establish a dialogue between members
- To allow exchange of views and opinions
- To gather information of a general and specific nature
- To generate ideas
- To provide solutions to problems
- To make policy decisions (and other decisions)
- To monitor progress
- To evaluate committee performance
Qu: Give situational examples of each above in your context.

Clearly, there are differences in the issues considered and the scope and scale of discussions in different
types of committees, depending on degree of formality and existing rules and procedures.

2.1 Types of Meetings

Board meetings
• A management meeting involving the board of directors of an organization.
• Board of directors
• Board of governors
• Syndicate
They are held as much as individual companies require and attended by all Board members and chaired
by chairperson of Board

Committee meetings
A meeting of a specified group set up from a larger group

Departmental meetings
• A meeting of the staff in a department for planning, discussion and reporting.
• Chaired by Manager of the Department

Staff meetings
• A meeting of all the staff from part of an organization.
• To schedule the working within the dept
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• To manage specific issues.

Senior management meetings

• A meeting of senior members of an organization, but not including the board of directors.
• Attended by managers like marketing manager, production manager, sales manager, finance
manager, research and development manager and may be chaired by GM.

Team briefings
• A meeting for the supervisor or manager of a team to delegate tasks, discuss team issues and
motivate the staff.
Steering meeting
• Meeting of a group that takes an overview of a project. Not just the project team, this group may
include senior members of staff and external people to help give a different viewpoint

3.0 ORGANISATION AND MANAGEMENT OF MEETINGS

3.1 General conditions for effective meetings:

1. The meeting should be convened only when it is essential

2. Meetings should have time schedule and must begin and end on time

3. Meetings should be convened only when no telephonic discussion is possible

4. They must have clear and specific agenda and sub agenda

5. They must have clear objectives

6. Timing for each item of the agenda

7. The notice of the meeting should be sent well in time before the meeting, to those who are required
to attend the meeting and can make useful contributions
8. Conclusion of a meeting is summarized so that each one understands the summary of the
proceedings.
9. Action oriented minutes should be prepared and circulated after the meeting.
10. Meeting should be closed on a pleasant note.

Meetings, like any management task, have to be organised along well defined lines in order to be
effective. Organisation generally takes place in three main stages.
1. Prior to the meeting – planning e.g. Agenda
2. During the meeting - coordinating the business of the meeting i.e. proceedings
3. Post meeting – preparing a formal record of proceedings
– follow up on decisions made

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It is obvious that post meeting work is important for effective meetings. Otherwise, decisions may be
taken, but are not implemented in time or at all.
3.2 Meeting preparation
Adequate preparation will ensure smooth running of meetings. The first task is to prepare an Agenda.
The Agenda sets out the tasks of the meeting in order of priority. In so doing, it defines the content and
structure of proceedings of the meeting.
At this point in time, a question should be asked. Is it necessary to conduct this meeting? If a meeting
has been scheduled for a given date and it is found that there is nothing substantial to discuss, it may
simply be cancelled because time and effort of members is resource that should be spared (and may even
be expensive).
Qu: Give reasons why a meeting should be cancelled/postponed?

3.3 Proceedings
While the Agenda structures the issues for discussion, the rules of procedure govern the way in which
discussions are carried out following interaction between members.
The conduct of business of a meeting is certainly a discussion (unless it is designed as a brainstorming
session), but a structured one.
Qu: What is exactly a brainstorming session?

The structure of a meeting is governed by the rules and procedures as set out in the Constitution. Very
formal bodies (like the Parliament) have well codified “Standing Orders” and clearly defined roles.

3.3.1 Constitution
The Constitution defines the terms of reference of a meeting and conditions, the powers and duties that
may be exercised. The Constitution also sets out the timing and frequency of meetings. It may also
establish roles e.g. Chair and Secretary. In general, the Constitution spells what the committee is
allowed to do.

The Constitution is a written or non written (for informal groups) document or set of particulars
determined by the nature of the committee. It covers fundamental matters such as:
- Membership i.e. who can be a member and how the member is appointed, in what numbers and
for what period, whether renewable.
- Powers and Duties of the Committee, also called its terms of reference. For example, a sub
committee may make suggestions over how to allocate budget, but cannot actually commit funds
to activities.
- Frequency of meetings
Some meetings are annual e.g. Annual General Meeting of shareholders of a company. Others
may be monthly e.g. Board Meetings.
Timing of meetings is determined by availability of members and is generally fixed in advance
for convenience.

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Committee Constitutions may follow legal regulations e.g. when they adhere to a regulatory body like
Registrar of Associations. Informal work groups may rather have an implicit, agreed up or taken for
granted set of rules and procedures.

3.3.2 Standing Orders

Standing Orders are written rules of procedure which state the way in which meetings are run e.g.
- The quorum-number of members required to validate the meeting and subsequently its decisions
- How motions are moved and amended
- How and when questions may be asked
- The duration of debates
- Voting methods
Qu: Mention a few voting methods

- Behaviour of members
Qu: Should this concern behaviour outside meetings?

4.0 ROLES OF SPECIFIC APPOINTEES

4.1 Role of Chairperson
A key role in a meeting, the Chairperson controls the proceedings so that the meeting is efficiently and
effectively conducted in a good atmosphere.
The Chairperson role is to ensure:
- a quorum is present and the meeting is properly constituted (e.g. minutes are recorded by a
designated person)
- standing orders are followed
- opening of the debate and conduct the business in the order set in Agenda
- decisions are reached (by vote or common agreement)

The Chairperson assumes a leadership role in that he/she controls the meeting and ensuring rules and
procedures are followed. He/She sets the atmosphere of the meeting and ensures efficient and effective
conduct of matters before, during and after the meeting.
Qu: Discuss efficiency and effectiveness in relation to a business meeting.

Chairperson role is far from being a passive role of neutral arbitrator, but an active role of ensuring
control over what is discussed and the progress of discussions while exerting necessary power for same
to occur in an orderly manner.

4.2 Role of Secretary

The role of the secretary (can be one of the active members or a secretary/clerk who has no say in
discussions) is to ensure management and administration pre, during and post meeting. Normally the
secretary of the Chairperson, this is a key position with responsibilities of agenda preparation,
convocations handling, writing of minutes and disseminating same to members.

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In large organisations, the company secretary is a professionally qualified person while in informal or
smaller organisations, the chairman may assume the role of the secretary.
The secretary is not a formal member of the committee and normally has no voting rights. The secretary
is responsible for assisting the Chairperson to ensure:
- advance notice of the meeting is sent to members
- agenda preparation
- management and administration e.g. booking of room, catering etc.
- advice on standing orders and any legal/procedures issues
- accurate recording of proceedings, drafting of same and distributing to members
- follow up of decisions after meeting

4.3 Roles of Members

Members are expected to be duty bound to participate actively in Meetings and show commitment. This
includes prior preparation (e.g. study files) to ensure knowledge of issues under discussion. It is also the
duty of a member to allow co-members the opportunity freely and positively. A number of rules enables
this to take place:
- all members acknowledging leadership of the Chair
- addressing the Chair (and not members directly)
- not to speak without permission from chair
- not to interrupt other members/Chair except for reasons of procedure

The Chairperson normally ensures the above rules are followed:

4.3.1 Rules of behaviour for members:
• Be brief and precise
• Don't dominate the discussion
• Listen to others
• Encourage participation for ideas
• Don't interrupt unnecessarily
• Don't evaluate presentations
• Give full attention to discussions
• Stay close to the subject
5.0 POST MEETING TASKS
Preparation of minutes:
A record of all essential information (not details) e.g. decisions and main deliberations and action
statements (what a member has been assigned to do).
This record of information is to be circulated to participants after the meeting (and before the next
meeting) to be approved as being a true statement of proceedings.
Ensuring that decisions are implemented
The information as to tasks to be executed has to reach those who are concerned (even those absent at
the meeting). The attention of those concerned by tasks assignment can be drawn to relevant items.

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Meetings are sometimes considered to be a talking opportunity (socialisation). While this is true to
some extent, meetings’ main purpose is to facilitate execution of work through meaningful discussions
and relevant decision making. Building rapport between members and team building in particular can
also take place outside the meeting encounter.
Qu: Discuss the effectiveness of the “Outdoors” training programmes as a team building exercise

6.0 MEETING DOCUMENTATION

6.1 Agenda:
The Agenda usually follows discussion between the Chairperson, senior officers and the secretary (for
advice and follow up matters). It sets out, in a given order, the items of the business for the committee.
The agenda normally includes:
- Time and Place of Meeting
- (Any) apologies for absence
- Approval of minutes of previous meeting
- Consideration of (any) correspondence
- Itemised subjects for discussion
- A.O.B
- Date of next meeting (to be determined)

Agenda items are collected/received by secretary from:

- Issues received from members
- Minutes originating from other committees/sub committees
- Directives/Memos from other bodies e.g. regulating bodies
- Correspondence received

Agendas normally reach members with reasonable notice to allow them to familiarise themselves with
the issues and to prepare themselves for participating in discussions.

6.2 Minutes:
Minutes represent a true and impartial record of facts and events during a meeting. The main function
of minutes is to record the proceedings of a meeting as the basis for subsequent action. In a regulatory
manner, the minutes mandate the subsequent action i.e. gives formal authorisation.

6.2.1 Format
Key elements in Minutes are the decisions taken e.g.
“It was resolved that the Finance Manager’s report be accepted, subject to availability of funds”
Qu: What about the debates on the issue?

Minutes also contain motions and any amendments, proposer and seconders, votes results etc.
Apart from resolutions, minutes contain recordings of events such as:
- Presence records
- Apologies of absent members
- Approval of (or amendments to) minutes of previous meetings
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- Notes on issues introduced to Meeting
- Discussion about matters arising from previous meetings

6.2.2 Drafting minutes

The secretary needs to master a number of communication skills e.g.
- Listening effectively
- Accurately taking notes
- Coherently translating these in a written statement
Good practice in Minutes writing requires the following:
- Brevity - recording decisions taken and that’s all
- Provide clear indications(as far as possible) and authorisation for action
- Unambiguous and positive
- Actual and concise language style
- Punctual statements, not opinions or interpretations
- Complete minutes immediately after the meeting
- Countercheck minutes with Chairperson

7.0 EFFECTIVE MEETINGS

As with any form of communication, meetings require from planning before the meeting to after the end.

7.1 Planning
This starts with Agenda preparation and circulation to members beforehand, timing of meeting and
duration.
Qu: Should duration be restricted?

7.2 Opening
Done by Chairperson. Declares the meeting open and he/she outlines the business to be conducted.
First Agenda item: Approval of Minutes of last meeting.
Second Agenda item: Matters arising from minutes.
Qu: Should members absent at last meeting be allowed to ask related questions?

7.3 Main Business

After the introductory phase, the meeting moves to substantive business.
For each item on the Agenda:
- Introduction to the item by Chairperson or member concerned
- Discussion of the item by members
One person speaks at a time and addresses the Chair. Permission is sought from the Chair who has the
power to bring individual members to the discussion.
- Conclusion of the discussion by taking a decision presented as a motion to be proposed and
seconded. If necessary, a vote is taken. In case of a tie, the Chairperson can use a casting vote.
Amendments can still be proposed, but should not negate the meaning of the proposition.
Qu: Give an example of a motion and an acceptable amendment.

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7.4 Conclusion of Meeting
Under AOB, members can raise issues that they consider significant. However, it is not intended that
any important and substantive new business is presented at this stage.
The last stage is to agree a date and time for the Next Meeting.
The Chairperson declares the Meeting closed.

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