BSBADM502 MANAGE MEETINGS
1. Provide an explanation of each of the following meeting terminology :
A majority is the base number of individuals who must be available to pass a law, make a judgment, or lead business. Majority prerequisites normally are found in a court, authoritative get together, or organization (where those going to may be executives or investors). At times, the law requires a greater number of individuals than a basic larger part to frame a majority. In the event that no such characterizing number is resolved, a majority is a basic greater part.
A majority likewise may mean the quantity of individuals from a body characterized as able to execute business without alternate individuals. The reason for a majority lead is to give choices made by a majority enough specialist to enable restricting activity to be directed.
In the two places of Congress, a majority comprises of a straightforward larger part of individuals.
Procedural or formal motions are a special class of motions that can be moved in the course of debate about a substantive motion. The following is a brief overview of the relevant rules and provisions that are applicable to procedural motions. Further information about these motions are contained in Take the chair.
A proxy is an agent legally authorized to act on behalf of another party or a format that allows an investor to vote without being physically present at the meeting. Shareholders not attending a company's annual meeting may choose to vote their shares by proxy by allowing someone else to cast votes on their behalf or may vote by methods such as by mail.
A conflict of interest may occur when a board/committee or staff member’s duty of loyalty to the organization comes into conflict with a competing financial or personal interest that he or she (or a person closely associated with that individual such as a family member, friend or business associate) may have in a proposed transaction.
Conflicts of interest are a serious issue all organizations need to actively prepare for by establishing strong policies and creating a culture of responsible disclosure of all potential conflicts. This ensures services can avoid the risk of compromising the organization.
This information sheet will define what a conflict of interest is and provide a framework for managing the risks associated with real or perceived conflicts. It also includes a list of key resources and a sample template of a conflict of interest disclosure statement. The sample template and statement can be adopted or adapted to the needs of your organization.
2. Outline a meeting structure for a formal meeting.
Meetings are an important organizational tool as they can be used to:
3. Outline a meeting structure for an informal meeting.
An informal meeting is a meeting which is far less heavily planned and regulated than a formal business meeting, and so lacks many of the defining features of a formal business meeting, such as minutes, a chairperson and a set agenda. These informal meetings are far more likely to take place in a casual setting, such as a restaurant or a coffee shop, or at one of the participant’s desks, rather than take place in a boardroom.
4. Outline at least 3 key arrangement that need to be made for a meeting.
5. Outline two responsibilities of a CHAIRPERSON prior to a meeting.
6. Outline 3 important aspects of a CHAIRPERSON job during a meeting.
The chairman, as board leader, should manage the ongoing process of board development. This includes a regular assessment of board and individual director performance effectiveness, oversight of the recruitment and induction of new directors and the professional development of individual directors and the board as a whole. The chairman need not carry out these board development functions alone, but should assume the overall management of the processes ensuring these tasks are completed in a timely fashion.
Regular board effectiveness self-assessment results in more effective succession planning. Even when the board cannot directly influence its composition, the chairman should ensure there is clarity about the current board‟s relative strengths and weaknesses and that those who will elect or appoint new board members have the best possible understanding of the steps they should take to strengthen the board‟s Performance.
There is a wide range of views among governance educators and commentators, for and against, about how close the working relationship should be between chairman and chief executive.
The conventional wisdom is that there should be a close working relationship between the chairman and the chief executive. This thinking is rooted in a set of Organizational realities. For example, the position of chief executive is frequently an isolated and lonely one. There are occasions when, for a variety of reasons, it is not prudent or appropriate for a chief executive to discuss matters with other staff, no matter how senior. At such times, the chairman can provide a valuable, independent sounding board for the chief executives’ analysis of the problem or the actions he/she proposes. The chairman is the ideal person for the chief executive to check with that his or her interpretation of the board’s policies is consistent with the board’s expectations. On such occasions, the chairman acts on behalf of the full board.
Many chairmen have much wisdom to offer and, if only for the position they hold, will be looked to for advice and guidance and not just by the chief executive. Many chairmen find themselves used more often as a sounding board and a listening ear by fellow directors than by the chief executive. It is important that the chairman knows their relative strengths and weaknesses and is able to maximize their individual contributions. The chairman should be available to fellow board members for frank dialogue about performance and other board issues. He/she can (and should) be honest in giving feedback to individual directors about their individual contributions. The chairman should treat all board members with equal respect regardless of their different abilities and contribution.
7. Explain why is it important for a CHARIPERSON to monitor the participation of all those involved in a meeting.
A well controlled meeting is one which facilitates discussion by all who want to speak and agrees decisions which have to be made. Some of the member will “take over” the meeting, this can happen when weak leadership leaves a vacuum which someone else then fills. If a member continually does this, chairperson will have to discuss it with her/him outside the meeting. Do not tolerate private conversations, discussions or arguments.
Being alert to spot when members want to speak by continually scanning the group with your eyes and ears. Some will indicate by taking a deep breath, by raising their eyebrows or with a finger. Chairperson have to acknowledge that their words and ideas are being respected by a nod of your head. If there are quite a few wanting to contribute jot down their names and bring them in to speak in an orderly manner. Control is not domination. Be firm but gentle.
8. Explain how, in the role of a CHAIRPERSON, you would manage someone who is dominating the meeting.
I will not tolerate for those who strongly wanted to take over the meeting. As everyone has the right to take turns to express their ideas and feedback in a meeting. For instance,
‘Hold for a minute Ted. Alice has been indicating her wish to speak for some time so I’ll bring her in now and you can follow. If everyone can speak through the Chairperson, and not all at once, we can then hear the important points being put forward!’
9. Explain how in the role of a CHAIRPERSON you would manage someone who is too shy to contribute to a meeting.
I will encourage the members to speak out and be patient to wait for he/her feedback or comments, because they are less confident and I should encourage them to voice out their opinion and make a clear explanation that the things that discuss in the meeting is for the sake of the whole organization.
10. Explain how in the role of a CHAIRPERSON you would manage two people having a private conversation within a meeting.
By involving everyone to manage to keep everyone on the track.
11. Describe two ways of conducting meetings.
Does the meeting really need to occur? Do multiple people really need to interact with each other? Reducing the number of attendees saves time for everyone, both those in the meeting and for those not attending.
If the meeting involves a review of documents, status reports, or other material, sending them to attendees prior to the meeting saves time and might even make the meeting unnecessary. Consider an example of the New Jersey meeting: I wonder whether the boss had even reviewed my materials beforehand. Had she done so, or had she spoken to me by telephone, it would have saved time for everyone.
Have you ever been on time for a meeting and found that only about three-fourths of the attendees were present? Did the meeting leader say, "Well, let's wait a few minutes for more people to arrive"? Think about the message that action sends. You, the person who showed up on time, are being penalized for doing so. The people who are late, conversely, are being told that their lateness has no consequences. How likely is it that you will be punctual to the next meeting this leader holds?
I've heard of companies that remove all extra chairs from the room once the meeting starts, forcing latecomers to stand. While that technique may be extreme, it does reflect the idea that peoples' time should be respected.In the same way, if you're going to be late, try to let the meeting chair know in advance. Simply showing up late might send a message to the other attendees that to you, the meeting is unimportant.
If you're the chair, try to end the meeting on time. Attendees have other commitments, and keeping them late is unfair to them and to the others with whom they have commitments. A friend blogged about how she hinted about the late running of a meeting, which was supposed to end at noon: Her stomach growled audibly at 12:05.
12. Describe 3 advantages of face to face meetings and give an example for a workplace situation where this type of meeting may be used.
Communication is not necessarily conveyed through words alone, and you can understand a lot if you carefully observe the body language of a person and the small signs he/she gives through facial expressions and hand gestures. You need not be any expert to understand these signs, as you subconsciously will be able to figure them out. Email or a phone call conversation does not allow you to read these signs, but the fact is if you are able to read the body language of people it can prove to be immensely beneficial for you. You will be able to understand much more than what the person is actually telling you. For instance, if your client tells you that they completely agree with what suggestions you have offered, but their body language suggests otherwise, and you are able to spot these signs then you can suggest them some alternative ideas, or try to reassure them.
Technology has both its pros and cons. Virtual meetings are certainly very beneficial and attractive, but in this world of multitasking, chances are bright that during the meeting people may be involved in other tasks as well, like checking emails, which will not allow them to fully concentrate on what is being shared in the meeting. However, in face to face meetings chances of multitasking are very rare and this is one of the most important face to face meeting benefits. It is because such meetings are more engaging, and people also have the fear that they may get noticed if they try to do something else, and thus full or maximum concentration is sure to be enjoyed in such meetings.
Almost all of us do this sometime or the other-we use emails when we want to ignore some action. However, this is something that is not easy to do on someone's face, and thus actual meetings can help develop a climate of more trust. This can prove to be very helpful when you are trying to develop strong business relationships. Furthermore, it is easier to convince someone during face to face interaction, so if you need to influence or persuade people over some important matter, then it will be best to meet them in person.
13. Describe 3 advantages of meeting held by teleconference or web conferencing and give an example of a workplace situation where this type of meeting may be used.
Many business people are required to travel to important meetings. This is often common practice but it can take a large amount of time and cost a lot of money.
Passing through airport security, transit time, delays and time on the road are all things you'll be doing instead of spending time working. Plus there's flights, transport and nights in hotels - add all of these costs together and you’re spending a lot of money.
By reducing travel to only the most necessary meetings and holding teleconferences instead for the rest, your employees will have more time to achieve their goals and your business will save money.
Teleconferencing encourages communication between teams by making it easier to stay in contact and organize meetings. Often, there can be a barrier to communication between remote teams because it can be so difficult to organize meetings. Sometimes group discussions are required, but the cost of meeting is prohibitive.
Using teleconferencing takes away this barrier and makes communication between your employees easier. The easier something is, the more likely people are to do it. Increased adoption of teleconferencing can help to increase productivity and work/life balance.
One of the main teleconferencing advantages is efficient meeting recording keeping. Computing devices are able to record, keep logs and track every detail of a particular online meeting without needing a lot of monitoring. This makes teleconferencing facilities among the best tools for capturing and storing important meeting data. Teleconferencing also makes it very easy to retrieve this data in the future and make references whenever necessary.
14. Describe the use of web cams for meetings, including a brief description of how to use a web cam.
Webcam meetings allow users to meet face-to-face even when separated by an ocean. These convenient, eco-friendly video chats serve as a more personal alternative to audio-only calls, whether made for business or pleasure. Meeting via webcam saves money on airfares and long distance fees. The process of setting up a video chat varies depending on the software you're using, but a few basic principles apply across applications.
15. Explain the purpose of an agenda and identify five items that should be included in an agenda.
The difference between meetings with and without agendas can mean chaos, ruffled feathers and very few accomplishments. An agenda communicates to attendees that the meeting will be conducted in an orderly fashion and that productivity is the goal. Businesses hold meetings to get things done, share information, develop plans, document progress, provide clarity and make decisions. An agenda can ensure that the meeting stays on track and that special projects and routine operations proceed as intended. An agenda can help a group of employees function as an effective team.
Your agenda should literally put everyone invited on the same page. Any meeting you hold should be results-driven. Start by setting the topic of your meeting. What will it be about?
Set at least one clear goal for each meeting. Do you want to start a new project, get a status check, or hold a brainstorming session? These goals will help you decide how long the meeting should be and where it will be held.
Once you have set the overall goal of each meeting, determine your objectives. For example, if this meeting might be one of several in reference to a new project, have clear goals and objectives for each meeting in the series.
The goals and objectives of the first meeting will naturally be to introduce all those invited to the new project and set assignments, that is, smaller tasks and goals, which will all contribute to achieving the larger goal.
Once you have determined the objectives, you should also consider non-objectives. For example, if you really need to push forward a particular project, then batting ideas back and forth in a brainstorming session is not going to be a productive use of anyone’s time.
It is fine for people to report back about any issues they may be concerned about when giving a progress check, but the important thing will be to keep everyone focused on the agenda given for each meeting.
Once you have chosen the goal and topic of the meeting, it will be time to select the key stakeholders who should be attending. They should all be able to contribute to the goals and objectives on your agenda.
Once you have invited stakeholders, give them whatever essential information they need to know about upfront. This can help them ‘do their homework’ before the meeting ever starts. Thanks to a clear agenda and detailed information, the meeting will have momentum and keep everyone on task.
Have a copy in front of you to make sure you cover everything on the agenda. If you run out of time, carry any items forward to the next meeting.
16. Explain the purpose of meeting minutes and list 5 items that should be included in meeting minutes.
17. Explain the difference between informal meeting minutes and formal meeting minutes.
People quite often use this word loosely. “Can you take minutes at our meeting?” And without thinking about it, that’s exactly what we do. But the term minutes should only be used for formal meetings. Consequently the presentation of the minutes will be in a more structured style using proper sentences and formal language.
This is the big difference for informal meetings. Remember the term minutes? If it’s an informal meeting you’re more likely to take notes or even just action points. This means that you are more likely to use informal language and the structure and style of the minutes maybe looser.
As a contract minute taker and working with new clients I always asked them did they want me to take minutes or notes. This put the onus back on the client to make the decision and removed the responsibility from me in case I ended up taking formal minutes which weren’t required or notes when they wanted something more formalised.
18. Access the Corporations Act 2001 from the Internet and identify the information from the Act that relates to notices of meetings. Now answer the following questions:
Written notice of a proposed meeting of members must be given individually to each member entitled to vote at the meeting and to each director. If the company has appointed and auditor, the auditor must also be given the notice of meeting.
Sometimes, due to an administrative error, the company may fail to give the notice of meeting to one or more members. Section 355 provides that accidental omission to give notice of the meeting to a person, or non-receipt by any person of notice of the meeting, does not invalidate the meeting unless the person applies to the Court for a declaration that the proceedings of the meeting are void.
Regular Board Meetings.
As suggested by its name, regular board meetings are reoccurring meetings of the board set on a consistent day/time/location throughout the year. No formal notice to owners of such meetings is required unless the association’s governing documents require owners be provided with notice. Although notice is not required by statute, it is absolutely lawful, and oftentimes recommended, for boards to still provide notice of board meetings to its members by posting such notice on a community website, mailbox kiosk, or other conspicuous location. Notwithstanding the above, there is a statutory requirement that an agenda be made reasonably available to owners requesting a copy. For purposes of regularly scheduled board meetings, providing the agenda at the meetings is sufficient to meet this requirement.
Special Meetings of the Board.
Special meetings of the board are typically called by either the board president or at least two members of the board. Unless a different time frame is set forth in the bylaws, an association must provide each director at least 2 days’ notice of special board meetings. However, as this requirement may be altered by the bylaws, it is important to review this document to ensure correct notice is being provided. Additionally, the Colorado revised Nonprofit Act does not require meeting notices to board members be in writing and as such, the notice may be verbal unless the bylaws require otherwise. As with regular board meetings, notice to owners is not required by statute, although typically encouraged.
In the event every board member attends a special meeting of the board that was not properly noticed, each member may waive formal notice requirements and the meeting and the meeting will then be considered properly called for legal purposes. However, if any board member refuses to waive notice, the meeting will not be considered properly called and the directors cannot conduct business at such gathering.
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