In this assignment, you will study how a leader can conduct a variety of meetings effectively.
Read the following articles:
Are You Running Meetings, Or Are Meetings Running You? (n.d.). Retrieved from http://www.bates-communications.com/articles-and-newsletters/articles-and-newsletters/bid/59464/Are-You-Running-Meetings-Or-Are-Meetings-Running-You
Matthews, A. (2009, October 14). 6 Secrets Of Effective Meetings. Retrieved from https://www.youtube.com/watch?v=ZSft2OeMmzQ
Meeting Basics, Leading a Meeting - Before, During and After. (n.d.). Retrieved from http://www.effectivemeetings.com/meetingbasics/before.asp
Taking Charge of Poorly Led Meetings When You are Not the Leader | Facilitative Leadership & Facilitator Training. (n.d.). Retrieved from http://terrencemetz.com/2012/12/13/taking-charge-of-poorly-led-meetings-when-you-are-not-the-leader/
Attend a meeting. The meeting can be any one of the following: A work-based meeting, Municipality, township, or school district meeting, A meeting for an organization you might be involved with, or Any other meeting you can identify within the course required time frame.
Based on your reading, understanding of the articles, and your experience in the meeting you attended, answer the following questions:
Where is the meeting being conducted, and what is its purpose? Is the meeting focused on communications or problem solving, or is it a meeting with no specific agenda?
Is the meeting a regularly scheduled event, such as a monthly scheduled meeting or a meeting to address a specific matter?
Does the meeting have a set communication designed with relevant information to advance the meeting? Please explain.
Was the meeting opened with an announcement or explanation of its purpose and importance?
What was the communication style of the meeting's leader or facilitator?
What were the leader's bases of power? Select from a number of conceptual paradigms and elaborate on your selection.
Did the members or attendees have an opportunity to express opinions? Were they asked for suggestions, ideas, and information?
Did you recognize any conflict, disrespect, or tension among the members or attendees? If so, was the source of the conflict evident?
Did you observe the participants' body language (such as posturing, positioning, or gesturing) when different topics were introduced? Describe it.
What was the intended outcome of the meeting? Was it achieved? Why or why not? What were the pivotal moments of the meeting which contributed to its success or failure?
Next, complete the following tasks to provide an overall critique of the meeting you attended:
Identify the positive, effective qualities of the meeting in one list, and identify the qualities which were ineffective in a separate list.
Arrange each list from top to bottom, from most important to least important.
Take the top three ranked factors from each list and explain the affect they had on the meeting.
Finally, imagine that you need to organize a meeting to introduce a new project in a health service organization. The project is sufficiently complex in size and nature to require an expanded cross-section of expertise from within and outside the organization. You are responsible for inviting the necessary individuals and representatives of involved departments and professional functions to the meeting.
Based on the principles contained in the articles, textbook, and elected independent research provided in the course, complete the following tasks:
Develop an agenda for the meeting.
Provide information, expertise, and background on the invited attendees. Explain the rationale and intended functional expertise each attendee brings to the group.
Recognize and develop measurable objectives to assess the success of the planned meeting.
cite your sources in your work and provide references for the citations in APA format.
Title: Mastering Effective Meetings: A Comprehensive Analysis and Practical Application
Introduction
Meetings play a crucial role in organizations as they serve as a platform for communication, problem-solving, and decision-making. However, not all meetings are effective, and many can become unproductive and time-consuming. In this essay, we will examine the key elements of conducting effective meetings by analyzing relevant articles and personal experiences. We will also explore the strengths and weaknesses of a specific meeting attended and then apply the principles learned to organize a meeting for introducing a new project in a health service organization.
Analysis of Attended Meeting
Meeting Details: The attended meeting was conducted in a conference room at a workplace and had the purpose of discussing the progress of ongoing projects. It focused on problem-solving and decision-making related to project challenges.
Meeting Frequency: The meeting was a regularly scheduled event, held every Monday morning to review the previous week's progress and plan for the upcoming week.
Agenda and Communication: The meeting had a well-defined agenda that was shared with attendees in advance. It included relevant updates, identified challenges, and action items. The agenda facilitated communication by providing structure and ensuring that important topics were addressed.
Opening and Purpose: The meeting was opened with a brief announcement by the team leader, clearly articulating the purpose of the meeting and its importance in aligning efforts towards project success.
Communication Style: The leader/facilitator of the meeting adopted an inclusive and participatory communication style. They encouraged active engagement, listened attentively to attendees, and ensured equal opportunity for everyone to express their opinions, suggestions, and provide relevant information.
Bases of Power: The leader's bases of power were primarily derived from their expert power, as they possessed extensive knowledge and experience in the field. Additionally, they exhibited referent power by building strong relationships with team members, fostering trust, and promoting collaboration.
Opportunity for Expression: Attendees were given ample opportunity to express their opinions, ideas, and provide relevant information. The facilitator actively sought input from all participants and valued their contributions.
Conflict and Tension: No significant conflict or tension was observed among the members or attendees during the meeting. The open and respectful communication environment contributed to a positive atmosphere.
Body Language: Participants displayed engaged body language, such as leaning forward, maintaining eye contact, and nodding in agreement when different topics were introduced. This indicated their active involvement and interest in the discussions.
Meeting Outcome: The intended outcome of the meeting was to address project challenges collaboratively and develop actionable solutions. The meeting successfully achieved this goal by fostering open dialogue, generating innovative ideas, and establishing clear action steps.
Critique of Attended Meeting
Positive, Effective Qualities:
Well-defined agenda with clear objectives
Inclusive communication style that encouraged participation
Opportunity for all attendees to express opinions and contribute
Ineffective Qualities:
Lack of visual aids or supporting materials
Limited time management resulting in some topics not being adequately addressed
Absence of a follow-up plan to track progress on action items
Key Factors:
The well-defined agenda with clear objectives ensured that the meeting stayed focused, addressed important topics, and enabled productive discussions.
The inclusive communication style created an environment where attendees felt comfortable expressing their opinions, leading to diverse perspectives being considered.
The opportunity for all attendees to actively contribute fostered a sense of ownership and involvement, resulting in better engagement and commitment to implementing agreed-upon solutions.
Organizing a Meeting for Introducing a New Project
Agenda:
Welcome and Introduction (5 minutes)
Briefly introduce the purpose of the meeting and its significance in launching the new project.
Establish a positive and collaborative tone.
Project Overview (15 minutes)
Provide an overview of the project, its goals, objectives, and anticipated outcomes.
Share any relevant background information to ensure attendees have a comprehensive understanding.
Roles and Responsibilities (20 minutes)
Introduce each attendee and their respective roles or departments.
Explain how their expertise contributes to the success of the project.
Encourage attendees to share their expectations and potential challenges.
Project Timeline and Milestones (15 minutes)
Present a detailed timeline with key milestones and deadlines.
Allow for discussion on potential adjustments or concerns regarding the timeline.
Discussion and Brainstorming (30 minutes)
Encourage open dialogue to generate ideas, suggestions, and identify potential risks or obstacles.
Facilitate collaborative problem-solving by involving all participants.
Action Plan and Next Steps (15 minutes)
Summarize the key points discussed and decisions made.
Collaboratively establish an action plan with responsibilities assigned to specific individuals or departments.
Set clear deadlines for deliverables.
Wrap-up and Closing Remarks (5 minutes)
Recap the main takeaways from the meeting.
Express appreciation for attendees' contributions.
Highlight the importance of ongoing communication and collaboration.
Attendee Information:
Each attendee should represent a specific department or professional function related to the new project.
Invited attendees should possess expertise in areas such as project management, finance, marketing, IT, human resources, etc.
The rationale behind inviting each attendee is to ensure comprehensive cross-functional representation, fostering diverse perspectives and holistic decision-making.
Measurable Objectives:
Achieve a shared understanding of the project goals, objectives, and anticipated outcomes among all attendees.
Facilitate active participation from each attendee by providing opportunities for open dialogue, idea generation, and problem-solving.
Develop a well-defined action plan with clearly assigned responsibilities and deadlines for each deliverable.
References
Are You Running Meetings, Or Are Meetings Running You? (n.d.). Retrieved from http://www.bates-communications.com/articles-and-newsletters/articles-and-newsletters/bid/59464/Are-You-Running-Meetings-Or-Are-Meetings-Running-You
Matthews, A. (2009, October 14). 6 Secrets Of Effective Meetings. Retrieved from https://www.youtube.com/watch?v=ZSft2OeMmzQ
Meeting Basics, Leading a Meeting - Before, During and After. (n.d.). Retrieved from http://www.effectivemeetings.com/meetingbasics/before.asp
Taking Charge of Poorly Led Meetings When You are Not the Leader | Facilitative Leadership & Facilitator Training. (n.d.). Retrieved from http://terrencemetz.com/2012/12/13/taking-charge-of-poorly-led-meetings-when-you-are-not-the-leader/