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Organization and holding of meetings. Meetings and meetings, general and special features

§1. Meeting as a type of organization of business communication of a group

Business meeting (meeting)- oral communicative interaction of a group of people (collective). This type of communication combines various genres: oratorical monologue (introductory and final word presenter, speeches of participants, report), conversation (exchange of information, promotion and discussion of ideas during brainstorming), discussion.

The effectiveness of the meeting largely depends on the talent of the organizer - on his speech skills and managerial abilities. Often the meeting is led by the leader himself.

The following main tasks of business meetings are distinguished:

1) Find out, analyze the state of affairs (how the planned is being carried out, what is happening in the team ...); exchange information on the issue under discussion, coordinate efforts and draw organizational conclusions. These tasks correspond to the informational collection type.

2) Inform the team about the search for solving problems, about new experience and the possibilities of its implementation, to convince employees of the correctness of the economic policy being pursued. To solve these problems, an explanatory meeting, or a meeting - briefing, is intended.

3) Find a collective solution to the problem, produce, collect ideas. This is a type of meeting - problematic, or "brainstorming".

4) Select and make constructive decisions. This is the task of the meeting - the decision maker.

5) To give participants the necessary knowledge, improve their skills. This type is called a conference, or training meeting.

If the leader is interested in constant contact with the team, he organizes regular meetings. According to the frequency of the meeting, it can also be one-time and periodic.

§2. Stages of preparing and holding a meeting

A meeting is a group communication that is managed, organized. Its success is 90% dependent on preparation, reflection on the structural elements of the communicative stage and subsequent assessment and self-assessment.

Pre-communicative stage	Communication stage	post-communicative
1. Finding out the need for a meeting.	1. Introductory remarks by the chairman.	Assembly analysis.
2.Formulirovka theme and goal.	2. Discussion of the problem (messages, conversation or discussion).
3. Development of the agenda, draft decisions.	3. Decision making (optional).
4.Identification and preparation of participants.	4. The final monologue of the chairman.
5. Appointment of the time and place of the meeting.

Preparing for a meeting begins with determining its need. It is advisable to use this complex type of work if there are no alternatives, such as, for example, a conversation, a decision by a higher management, an association with other meetings. After deciding to organize a collective discussion process, its topic and purpose are clarified. By highlighting and grouping issues, an agenda is developed. Choosing the sequence of consideration of questions, proceed from psychological grounds. The most “difficult” items that require extended discussion and elaboration are best placed in the second third of the meeting, when the physical and mental performance of the group reaches its peak. Current or urgent issues that do not require much time can be addressed first, and the most “simple” items or the most interesting ones can be left at the end.

In general terms, it is necessary to prepare, perhaps by convening a commission for this purpose, a draft decision. It often consists of a “questionnaire”, for each item of which the participants will give specific answers during the meeting.

The next step is to determine the quantitative and qualitative composition of the audience, and prepare the participants.

It is not necessary to invite the heads of all departments to every meeting. Those officials who are most competent on the problem under discussion are usually involved. It is necessary to determine whether the communicants represent a wide range of opinions or form a cohesive group with the same views. By the number of participants, meetings can be narrow (up to 5 people), extended (up to 20 people) and representative (over 20 people). Small groups are cohesive, highly productive, but it is difficult to strike up a conversation in them, there is a risk of making unreliable decisions. The big ones, as a rule, make well-considered decisions based on many points of view, but it is difficult to come to a consensus in them, enhanced control is needed, there is a danger of the emergence of groups, pressure on "saboteurs". The ideal number of participants for an internal business meeting is from 6 to 9. All employees must be familiarized with the topic, purpose, agenda and necessary materials and documents in advance.

The best time to hold a meeting, according to ergonomic research, is late in the morning (11 a.m. Wednesday or Thursday). A specific day of the week is set aside for regular meetings.

The venue, as a rule, is the office of the head of the organization. However, it is better to convene meetings in a specially equipped room. It must have good acoustics, sound insulation, ventilation, normal air temperature (+ 19 ° C), comfortable furniture for work. The most optimal arrangement of participants is at arm's length from each other at a trapezoidal table.

Appropriate duration of joint mental activity a large number people - 40 - 45 minutes. If the circumstances of the case require more time, then after 40 minutes a ten-minute break is announced. Rules are established at the very beginning of the meeting. Usually, the host's opening and closing speeches, as well as all speeches, are scheduled for 10 minutes. In introductory remarks it is necessary to clearly and extremely concretely, briefly outline the problems discussed and once again draw the attention of those present to the ultimate goal of the meeting. To create a stimulus for discussion, one can emphasize the practical significance of the questions and set a number of specific tasks for the audience. One of the most important requirements for the chairman of the meeting is not to impose his position on the other participants from the very beginning. The position gives special weight to the words of the manager, and those employees who hold opposing views may simply not dare to express them so as not to contradict the authorities. We must try to take a neutral position, express our opinion from the 3rd person or formulate it as a question. It is appropriate to start the most serious meeting with an unexpectedly interesting remark and even a joke. It is very effective if the phrase, the thought that opens the meeting, will be used at its conclusion. Addressing, the leader calls the participants by their first name - patronymic, if possible, emphasizes their experience and competence in the relevant issue. The chairman should be extremely attentive not only to the essence of the speech, but also to how each of them fits into the overall structure, how it works to achieve the intended goal; does it lead to the side. The organizer follows the rules, during and after consideration of each problem briefly summarizes the performances. This allows you to ensure that everyone present clearly understands what in question that some progress had been made in the discussion. If the speaker goes beyond the scope of the question, stop him diplomatically. Critical evaluation of proposals is given either immediately after the speech, or, if the brainstorming method is used, after all ideas have been expressed.

The next possible stage of the meeting is decision making. A pre-prepared draft decision is read out, and the meeting participants make their own adjustments, adopt it based on the voting results. After the decision is made, the persons exercising its execution and control are determined.

At the end of the meeting, the leader can call on everyone to implement those plans, programs, to achieve the goals that they came to in the end; briefly summarize the discussion; praise the most successful ideas, business performances; thank you all for the productive work.

English meeting researcher Elan Barker rightly believes that constant analysis of ongoing collective discussions leads to profit. The assessment should be objective, formulated by the whole group at a separate meeting, outside the meeting. You can ask participants to fill out a questionnaire using the so-called sliding scale for answers: (no) 1 2 3 4 5 6 (Yes):

Was a meeting necessary?

Is its purpose clear?

Did it fit the purpose?

Do you agree that the duration and timing were convenient?

Were you satisfied with the location?

Did you receive the agenda and documents on time?

Were all agenda items set out?

Were those present competent?

Did the chairman exercise proper control?

Are you satisfied with the decision-making process?

The analysis of the assembly can be carried out more effectively if an independent expert is involved. He will be able to impartially assess what is going well and what needs to be changed.

A novice manager can analyze collective communication independently according to the scheme:

1. What is the type of meeting depending on the purpose?

2. Is the theme and sub-themes (agenda) well formulated?

3.When is the most difficult issue scheduled to be considered?

4. Are the venue, time, number and composition of participants appropriate?

5. What does the host say in his opening speech?

6. What regulation is adopted?

7. What are the organizing speech actions of the leader during the dialogue?

8. Do all those present take part in the discussion?

9. What decisions have been made?

10.How did the host end the meeting?

11. Is the protocol correctly drawn up?

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WITHcontent

Introduction
1.1. The concept of "meeting" and "session"
1.2. Organization of the meeting
1.3. Types and conduct of meetings
1.4. Improving the efficiency of meetings and sessions
Conclusion

Introduction

Subject control work"Meetings and meetings, general and special signs."

Among different types the activities of the head of the largest amount of time, and with a separation from the rest of the work, absorb meetings.

The purpose of the control work is to consider the general and special features of meetings and sessions.

In accordance with this goal, the following tasks were defined:

1. Consider the concepts of a meeting and a meeting.

2. Consider organizing meetings and meetings.

3. Consider the main opportunities to improve the efficiency of meetings and meetings.

The object is a form of collective decision making.

Subject - meeting and meeting.

Except business conversations and commercial negotiations, special forms of conducting business conversations are widespread in business practice - meetings, which are a way of open collective discussion of certain issues.

The style of work of the manager is largely determined by the possession of the “wisdom” of holding various kinds of meetings and meetings, which occupy a significant part of the working time and relate to direct management functions.

A responsible attitude to these activities is dictated not only by the effectiveness or ineffectiveness of their impact on further activities institutions, organizations, but also the amount of time spent by a large number of participants present at the meeting.

Collective discussion as a form business conversation has many positive aspects. First, it increases the efficiency of thinking. The Russian proverb “mind is good, but two is better” did not arise from scratch, it contains deep meaning. Indeed, the originality of human thinking lies in the fact that it is especially effective in the conditions of joint intellectual activity, since intellectual results do not add up, but multiply. It is known that the majority of fruitful ideas were born during the collective exchange of thoughts.

Secondly, during the meeting, the creative community of workers is strengthened, the interests of individual workers are included in a single system of collective tasks, and the business skills of its participants are also improved. Thirdly, in joint mental work, it is revealed creative potential each of them. Kuzin F. A. Culture of business communication: A practical guide. -- 6th ed., revised. and additional - M.: Os-89, 2002.- p. 195

When writing the work were used educational materials such authors as F. A. Kuzin, V. M. Chizhikov and others.

1. Meetings and meetings, general and special features

1.1 The concept of "meeting" and "session"

A meeting is a form of developing collective decisions on the most important issues of the life of an institution or organization. The meetings are attended by representatives of various departments of the institution who are interested in resolving issues on the agenda. Meetings can be expanded (according to the number of participants) and limited (a narrow circle of meeting participants).

A meeting is also a form of collective discussion and resolution of issues, however, it refers primarily to the work of permanent entities (bodies) created within one institution or on corporate terms with other institutions and organizations.

As an example, the following can be mentioned: collegiums, boards of directors, plenums, the State Duma, the Federation Council, the Security Council, etc. These bodies have a relatively constant composition of their members, work on an ongoing basis, with a certain frequency of their meetings.

Heads and specialists of other institutions and organizations, representatives of the administration, public organizations cities, when problems are solved that go beyond the competence of one institution.

Meetings - narrowly professional meetings to address mainly organizational issues (for example, a meeting of the trade union committee, a meeting of the presidium, etc.). Smirnov E.A. Development of management decisions: Textbook for universities. M: UNITY-DANA, 2002. p. 20

A meeting is usually required under the following circumstances:

Formation of a common position in relation to a complex problem;

Discussion of private opinions and preparation of decisions;

The transmission of this type of information that requires clarification and concerns many;

Formation of new tasks;

Development of promising significant solutions;

Solving unique, problematic situations;

Coordination;

Solving urgent problems; solving problems that change the existing division of labor.

It happens that the meeting is not expedient already in its basics and therefore serves as a reason for the dissatisfaction of its participants:

Weakness of individual work;

Uncertainty in the division of labor;

Inappropriate structure of official relationships;

Autocratic leadership style;

Rooted traditions;

Weak desire for cooperation in the organization;

The desire of some employees to stand out;

Postponing the solution of the problem until the situation calls for a meeting;

Uncertainty in the distribution of instructions;

The so-called regulated meeting (at the request of higher management);

The secretariat forms a letter to those responsible for preparing materials for the meeting. At the same time, for each agenda item, all executors are indicated and the responsible executor (the first in the list) is allocated. The letter receives a registration number in the system. The main purpose of the letter is to convey to the responsible executors the contents of the agenda item of the meeting and the deadline for preparing the materials necessary for the meeting. The letter is printed and signed by the responsible person. After that, the secretariat prepares, using the system, letters to all responsible executors, printing on copies of the signed letter the position and name of the responsible executor. Each of the responsible executors prepares materials for the meeting, among which a draft decision on a specific item of the meeting is mandatory.

The draft decision includes required attributes, How:

- for which meeting the draft decision is being prepared;

- for which agenda item the draft decision is being prepared;

- repetition of the name of the item;

- who prepares the draft decision;

The agenda of the meeting is approved when the agenda is signed. After that, the secretariat sends out an invitation to the meeting and a package of materials for the meeting, which is the approved agenda, draft decisions and references.

Immediately before the start of the meeting, a package of documents to it is distributed to those of the participants who have not yet received it. Following the results of the meeting, a protocol is drawn up. The following information is entered into the protocol:

- date of;

- presiding officer;

- those present, grouped by position;

- name of the issue (agenda item);

- names of speakers;

- preamble (may be omitted);

- decisions on issues in the form of a numbered list.

1.3 Types and conduct of meetings

Business meetings are very diverse. Usually there are the following types:

- dictatorial (the head has the right to vote, the rest silently listen, often receiving scolding from the boss);

-- autocratic (conducted in an interactive mode, when the leader asks questions to each participant and receives answers to them);

- segregative (when the report of the head and the speeches of the subordinates appointed by him are planned);

- debatable (they are characterized by free exchange opinions, a decision is made, which is taken by voting of the participants, followed by approval by the head);

- free (these are meetings without a clear agenda and without a chairman. Most often they are integral part meetings when the discussion of any problem has reached an impasse. In this case, the chairman of the meeting announces a long break, during which behind-the-scenes meetings spontaneously arise).

Under the conditions of the administrative-command system in our country, the first three types of business meetings were usually used, the main meaning of which was that the leaders at them only acquainted those invited with their decisions or instructions from the party and higher organizations, while the essence of the business meeting is to ensure a free discussion and develop a common solution based on a wide consideration of opinions, including those that do not correspond to the point of view of the administration.

Most often, business meetings are held for the following reasons: firstly, if it is necessary to make a collective decision based on the equal right of everyone to express and justify their opinion; secondly, provided that the solution of the issue affects the interests of several structural divisions of the organization or firm at the same time; thirdly, in the event that in order to resolve the issue it is necessary to use the opinions of various groups of workers.

The practice of business life shows that business meetings are more effective than just administrative decisions of a narrow circle of managers. However, insufficiently well prepared and poorly conducted meetings, convened on every occasion, cause great harm, as they devour the valuable time of people, tearing them away from their main work. Therefore, before convening such meetings, consideration should be given to the need for such a step. It is likely that the issue proposed for consideration does not require an immediate solution at all. Moreover, the manager, for example, wants only to inform employees about something. In this case, you can easily do without a meeting.

But if holding a meeting is nevertheless recognized as expedient, then, first of all, it is necessary to carefully prepare it. This training and the procedure for its implementation should be designed in such a way that the best way the main task was solved, for the sake of which the meeting itself is being held.

When determining the start time of the meeting, you should take into account the rhythm of work. In order not to force people to endlessly switch from one type of work to another during the day, it is advisable to hold meetings at the beginning or end of the working day or after the lunch break. Taking into account the total time spent - that is, the time required not only for the meeting itself, but also for the collection, transfers, return and inclusion in work - the beginning and end of the meeting should be planned so that there are no “blank” segments time: if it ends 15 minutes before the lunch break, it will most certainly be lost minutes.

It is required to notify the participants of the meeting in advance and familiarize them with the agenda, with all the right materials so that their performances are thought out in advance. Kuzin F. A. Culture of business communication: A practical guide. -- 6th ed., revised. and additional - M.: Os-89, 2002.- p. 197

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 poorly formalized and poorly controlled in the process of implementation, which significantly reduces their effectiveness, which makes it necessary to re-meet on the same issues.

Business meeting - a way to involve the collective mind in the development optimal solutions on topical and most complex issues arising 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.

Except your direct destination, each is rational organized meeting also solves an important educational problem. At the meeting, employees learn to work in a team, to take a comprehensive approach to the solution common tasks reach compromises, acquire a culture of communication, etc. For some employees, attending a business meeting is the only opportunity to see and hear leaders higher levels management. In addition, at a business meeting, the manager is given the opportunity to show his managerial talent. Kabushkin N.I. Tourism management: Proc. allowance. - Minsk: BSEU, 2000. - p. 437

1.4 Improving the efficiency of meetings and meetings

In institutions and organizations related to the socio-cultural sphere, it is not often possible to find specially created management bodies. In these institutions, public self-government bodies are most often created in the form of public councils for the preservation and restoration of historical and cultural monuments, for the development folk art and crafts, organizing work with children and adolescents, etc.

Some managers, aptly and not without irony, for example, say that the hidden purpose of many meetings lies in the manager's desire to share responsibility for making an unpopular, risky, difficult or erroneous decision. Seriously speaking, meetings are held not only because the leader cannot or does not want to make decisions on his own.

The purpose of the meetings is to coordinate the efforts of employees, to give and receive necessary information, make the necessary decisions (omitting the cases when meetings are held for the sake of the meetings themselves, when there is no clear goal, a specific agenda, but there is a desire for communication, a desire to “get together and discuss”).

The meeting will not be productive if the leader does not determine the composition of the participants in advance. The tendency to large meetings, the desire to invite as many people as possible to them does not always give the desired result. meeting meeting

Specialists who are not directly related to the agenda items of the meeting lose their work time in vain. Moreover, an increase in the number of invitees complicates communication between meeting participants, provokes deviations from the discussion of the stated issues, reduces the ability to use the abilities of all participants, and makes it difficult to make decisions.

Practice shows that the success of the meeting is determined by the exact choice of the time and place of its holding. The time of day of the meeting should be set according to the capacity of its potential participants. It is most reasonable to appoint a meeting half an hour before the lunch break or before the end of the working day.

The hidden rules of the end of the meeting will force the participants not to be distracted by side questions, not to be verbose, to keep track of time. Each manager decides how much time the meeting will take. Most people think that one hour is enough for any meeting, but depending on the number of questions and their importance, the time frame may vary.

And an experienced leader will always set the end time of the meeting, the duration of speeches, determine the rules for discussing each issue.

The absence of a rigid time frame, as a rule, does not lead to the concentration of the attention of the meeting participants, and the number of words increases in proportion to the available time.

Completing the discussion of the issues at the right time teaches people to quickly find the right solutions, disciplines and, at the same time, gives them the opportunity to plan their time, knowing exactly when the meeting will end.

The identified problems should be considered only as external limitations, the overcoming of which is not enough for effective meetings.

Deep problems are inherent in the leader himself, his knowledge, experience, skill, verified leadership style and the presence of a clearly defined goal.

The fact is that the cost in material terms of some meetings is three times more (preparatory work, salaries of participants, overhead, travel costs, Lost time round-trip travel and the meeting itself) than the savings that might result from their decisions. Intending to hold a meeting, the manager must make sure that the expected costs at least do not exceed the expected benefits.

Time spent in vain at meetings is connected not only with their unjustified duration, but also in many respects the inability of the chairman to start them on time.

Each employee will name many examples when meetings started 15-20 minutes later than the appointed time. Everyone knows to start on time, but there are always reasons to wait a bit. The leader waits for everyone to gather, indulging late participants.

There are few such people, but they seem to dictate their conditions to the rest. The next and subsequent times the plot is repeated with the same characters, gradually accustoming the rest to this. Filling the waiting time, the chairman starts a conversation with one of those present about an insignificant fact or recent events, involving everyone else in an unproductive conversation.

So, the senseless waste of time due to the indiscipline of individual participants in the meeting must be stopped by the leader, and this requires only the determination to stop talking when it is time to start the meeting. Those who are late for the first and second time will “light up” and find themselves in the minority, and the third time they will come on time or will be uninvited as unnecessary.

Getting people to get together on time and start the meeting on time is not an easy task, but it is only part of the problem. The true role of the leader (presiding) as a leader is manifested in the process of conducting a meeting.

His skill, knowledge of the psychology of people, the subtleties of the science of management are manifested in the ability to listen to the opinions and wishes of the meeting participants, in optimal flexibility and the ability to modify the style and manner of conducting a meeting, based on a particular situation.

The underlying forces at such meetings are always obvious, but require subtle and skillful leadership, allowing the participants in the meeting to assume those roles that will facilitate, not hinder, decision-making. Chizhikov V. M., Chizhikov V. V. Introduction to socio-cultural management. - M.: MGUKI, 2003. - p. 282

Conclusion

Thus, based on the above material, the following conclusions can be drawn.

Meeting and meeting are not unambiguous concepts.

Having a common natural basis - to coordinate actions, exchange information, solve problems and make decisions (or laws), they, however, differ significantly in form, content, composition and powers of participants.

A meeting is a form of developing collective decisions on the most important issues of the life of an institution or organization.

Meetings - narrowly professional meetings to address mainly organizational issues (for example, a meeting of the trade union committee, a meeting of the presidium, etc.).

Preparing a meeting - The life cycle of a meeting can be broken down into the following steps:

Preparation;

holding;

Execution control.

Each of the responsible executors prepares materials for the meeting, among which a draft decision on a specific item of the meeting is mandatory.

Business meetings are most often held for the following reasons: firstly, if it is necessary to make a collective decision based on the equal right of everyone to express and justify their opinion; secondly, provided that the solution of the issue affects the interests of several structural divisions of the organization or firm at the same time; thirdly, in the event that in order to resolve the issue it is necessary to use the opinions of various groups of workers.

When determining the start time of the meeting, you should take into account the rhythm of work. It is required to notify the participants of the meeting in advance and to acquaint them with the agenda, with all the necessary materials, so that their speeches are thought out in advance.

The purpose of the meetings is to coordinate the efforts of employees, to give and receive the necessary information, to make the necessary decisions.

The meeting will not be productive if the leader does not determine the composition of the participants in advance.

Practice shows that the success of the meeting is determined by the exact choice of the time and place of its holding. The time of day of the meeting should be set according to the capacity of its potential participants.

The venue of the meeting should not be far from the location of the main composition of its participants or in a room where it is impossible to organize an exhibition, display of illustrated material, etc.

List of sources used

1. Zadorkin V. I. Organization of the manager's work. Electronic textbook.

2. Kabushkin N.I. Tourism management: Proc. allowance. - Minsk: BSEU, 2000. - 644 p.

3. Kuzin F. A. Culture of business communication: A practical guide. -- 6th ed., revised. and additional - M.: Os-89, 2002.- 320 p.

4. Smirnov E.A. Development of management decisions: Textbook for universities. M: UNITI-DANA, 2002. 271 p.

5. Chizhikov V. M., Chizhikov V. V. Introduction to socio-cultural management. - M.: MGUKI, 2003. - 382 p.

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Federal Agency for Education

Magnitogorsk State University them. G.I. Nosova

Department of Psychology

business communication essay

On the topic: "Business meetings and meetings"

Completed by: student of the FFK group 06-1

Grebenshchikova V.I.

Checked by: Orinina L.V.

In addition to business conversations and commercial negotiations, special forms of business conversations are widespread in business practice - meetings, 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 PURPOSE of a business meeting is to allow free discussion and reach a common solution based on a wide range of opinions.

I chose the topic "Organizing Meetings" because brainstorming as a form of business conversation has many positive aspects:

First, it increases the efficiency of thinking. The Russian proverb “the mind is good, but two is better” did not arise from scratch, it has a deep meaning. Indeed, the originality of human thinking lies in the fact that it is especially effective in the conditions of joint intellectual activity, since intellectual results do not add up, but multiply. It is known that the majority of fruitful ideas were born during the collective exchange of thoughts.

Thirdly, in joint mental work, the creative potential of each of them is revealed.

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.

IN general view preparation for the meeting includes the following actions: defining the topics, setting the agenda, defining the objectives of the meeting and its total duration, start date and time, composition of participants, approximate work schedule.

When determining the start time of the meeting, you should take into account the rhythm of work. In order not to force people to endlessly switch from one type of work to another during the day, it is advisable to hold meetings at the beginning or end of the working day or after the lunch break. Taking into account the total time spent (not only directly for the meeting, but also for fees, transitions, return and inclusion in work), the beginning and end of the meeting should be planned so that there are no empty time slots: if it ends 15 minutes before the lunch break , then these minutes can be considered lost.

It is required to notify the participants of the meeting in advance about its holding and to acquaint them with the agenda, with all the necessary materials, so that their speeches are thought out in advance.

You need to start the meeting on time and immediately agree with the participants on the rules for working together, for example, limiting the time of speeches or how decisions are made. After that, one of the participants should be entrusted with keeping the protocol.

These and other questions common organization business meetings and meetings take a closer look.

Business meeting (meeting) - oral communicative interaction of a group of people (team). This type of communication combines various genres: oratorical monologue (introductory and closing remarks by the host, speeches by participants, report), conversation (exchange of information, promotion and discussion of ideas during brainstorming), discussion.

The effectiveness of the meeting largely depends on the talent of the organizer - on his speech skills and managerial abilities, as well as on right choice type of meeting and knowledge of its features.

Business meetings are:

1. By the form of the event:

1.1. conferences

1.2. meetings

1.3. meetings

1.4. seminars, symposia

2. According to the form of conducting the meeting by the head:

2.1. dictatorial

2.2. autocratic

2.3. aggregative - first a report, a debate, where only those persons participate,

appointed by the leader.

2.4. debatable

2.5. free

3. By belonging to the sphere of public life:

3.1. party

3.2. trade union

3.3. business (administrative)

3.4. scientific

3.5. united

4. By scale:

4.1. international

4.2. all-Russian

4.3. republican

4.4. industry

4.5. regional

4.6. regional

4.7. urban

4.8. regional

4.9. internal

5. By venue:

5.1. local

5.2. visiting

6. By frequency:

6.1. regular

6.2. permanent

6.3. one-time

6.4. periodical

7. By the number of participants:

7.1. in a narrow team (up to 5 people)

7.2. in extended staff (up to 20 people)

7.3. representative (more than 20 people)

8. According to the stability of the composition of participants:

8.1. with a fixed composition

8.2. with guest cast

8.3. with a specific meeting list

8.4. combined

9. By topic of questions:

9.1 administrative

9.2 technical

9.3 personnel

9.4 financial

9.5 technological

10. By tasks:

10.1 problematic

10.2 instructive

10.3 operational

11. By appointment:

11.1 making decisions

11.2 clarifying tasks

11.3 Summing up

One of the main tasks of the leading business meeting is to bring in as many facts as possible in order to more fully appreciate the complexity of the problem under discussion, as well as to involve those present in the process of solving the problem. Of course, the leader 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 missing something significant, he can provide missing facts. The right questions are a great tool to steer a meeting in the right direction.

The effectiveness of the meeting largely depends on the talent of the organizer - on his speech skills and managerial abilities. Often the meeting is led by the leader himself.

The following main tasks of business meetings are distinguished:

2) Inform the staff about the search for solving problems, about new experience and the possibilities of its implementation, to convince employees of the correctness of the economic policy being pursued. To solve these problems, an explanatory meeting, or a meeting - briefing, is intended.

3) Find a collective solution to the problem, produce, collect ideas. This is a type of meeting - problematic, or "brainstorming".

4) Select and make constructive decisions. This is the task of the meeting - the decision maker.

5) To give participants the necessary knowledge, improve their skills. This type is called a conference, or training meeting.

If the leader is interested in constant contact with the team, he organizes regular meetings. According to the frequency of the meeting, it can also be one-time and periodic.

If any of the participants in the meeting feels an irresistible craving for an argument, the leader should, while maintaining equanimity, allow the group to refute the arguments of the debater. Unnecessarily talkative debaters must be tactfully interrupted 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 are encouraged to ask simple questions to strengthen their self-confidence. If the disputant constantly asks questions instead of making suggestions, his questions should be addressed to the group.

In order for a business meeting to be fruitful, the chairperson must master the technique of conducting discussions. 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. Particular care must be taken 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.

When preparing for a discussion, at least the most overall plan struggle for the truth, pick up the most weighty arguments. Particularly impressive are the precise figures that cannot be refuted.

In practice, there is a common division of meetings according to their tasks and goals. From here, problematic, instructive and operational meetings are distinguished Personal management: Textbook / S.D. Reznik and others - 2nd ed., revised. and additional - M.: INFRA-M, 2004. - 622 p.

The purpose of the problem meeting is to find the best management solution for the problem under discussion. Decisions at such a meeting are usually formulated as a result of discussion and taken after a vote. Such a meeting is held according to the scheme: reports; questions for speakers; discussion; decision making.

The task of the briefing meeting is to convey orders and necessary information from top to bottom through the control scheme for their faster and more efficient execution. At such a meeting, the leader brings to the attention of the meeting the administrative decisions taken.

Operational meetings are the so-called planning meetings, summer meetings, five-minute meetings. They are not lingering. The task of such meetings is to obtain information about the current state of affairs in production. In contrast to the briefing, the operational meeting ensures the transfer of information from the bottom up along the control scheme. Having received up-to-date information from the meeting participants, the manager identifies the presence of "bottlenecks", the reasons for the backlog and failures, here he makes the necessary decisions, gives instructions, determining the deadlines for their implementation. No reports are made at the operational meeting. The main goal is to identify those problems of production, on the solution of which the main efforts of the team should be directed.

However, the main goal of holding any meeting or assembly is to make a joint decision after a collective exchange of information, i.e., to achieve a certain result.

Classification of meetings and meetings

Meetings and meetings are formal and informal. In order to conduct an event successfully, it is first necessary to determine its nature.

Meeting types can be classified according to managerial functions:

1. Planning meetings, which discuss the issues of strategy and tactics of the organization, the resources necessary for the implementation of plans;

2. Meetings on labor motivation, where the problems of productivity and quality, staff satisfaction, the reasons for low motivation, the possibility of changing it, issues of moral and material incentives are discussed;

3. Meetings on the internal organization, where the issues of structuring the organization, coordinating the actions of structural units, delegation of authority, etc. become the subject of discussion;

4. Meetings to monitor the activities of employees are devoted to discussing the results of activities, achieving goals, problems of disruption, low productivity;

5. Meetings specific to the organization, where operational issues of management are discussed in connection with the situation in the organization, innovations and the possibility of their implementation, problems of survival, competitiveness, image, style.

There is also a classification of meetings according to the style of holding:

1. Autocratic meetings, where only the leader has the right to speak and make decisions. Participants in these meetings should listen to and respond to questions asked by the manager. Such meetings are held when the manager needs to inform or give instructions to his subordinates.

2. Free meetings do not have an agenda. They may be held without a chairperson. Such meetings are reduced to an exchange of views, decisions on which are not fixed. Such a meeting is held in the form of a conversation or conversation.

3. Discussion meetings - a way to obtain decisions on any issue by generating new ideas and analyzing proposed solutions as a result of the collective work of a group of people during a meeting held according to certain rules. characteristic feature this method is the lack of criticism and evaluation of the ideas expressed.

An official event has a clearly defined status and is held in accordance with established rules. Specially invited people are always present at such a meeting. The main components of the event:

1. Agenda (list of issues to be discussed);

2. Reports (stating the essence of the issues);

3. Speeches (discussion of agenda items);

4. Amendments (discussion of changes that are proposed to be made to the discussion);

5. Debate (holding a discussion);

7. Drawing up a protocol (a written statement of events);

8. Miscellaneous (discussion of issues that were not on the agenda).

At informal meetings, people feel more at ease, but you should also prepare for such events. For informal meetings you need:

1. List of topics for discussion;

2. Host of the event;

3. Protocol of agreements reached.

Informal events take place in more than calm environment, but still you need to remember that only a well-organized meeting or meeting gives a positive result.

Every meeting should have an agenda that needs to be planned in advance. The agenda helps to save time and not dwell on secondary issues for a long time.

A well-prepared agenda consists of:

* purpose, date, time and place of the meeting;

* list of invited persons;

* list of discussed problems;

* main theme;

* miscellaneous;

* dates of the next meeting.

Businessmeeting - a form of organized, purposeful interaction of a group of interested persons through the exchange of views for the development and adoption of a decision.

1. By belonging to the sphere of public life allocate: administrative, scientific or scientific and technical, political, trade union and joint meetings.

2. By the scale of attracting participants: international, republican, branch, regional, regional, city, district, internal.

3. By Venue: local and outbound.

4. By frequency of holding: one-time, permanent, periodic.

5. By number of participants: in a narrow composition (up to 5 people), in an expanded composition (up to 20 people), representative (more than 20 people).

6. By main task: instructive, operational (planning), problematic.

8. By distance of participants: face-to-face and intercom (using automatic telephone exchanges that establish a connection between the head and the meeting participants located at their workplaces).

Management theory proposes the following classification of meetings and meetings according to their purpose:

■ informative interview. Each participant briefly reports on the state of affairs to the head, which avoids the submission of written reports and gives everyone an opportunity to get an idea of \u200b\u200bthe state of affairs in the institution;

■ meeting to make a decision. Coordination of the opinions of participants representing different departments, under-

division of the organization, to make a decision on a specific problem; ■ creative meeting. Use of new ideas, development of promising areas of activity. Any meeting and meeting are effective only if they are held in compliance with ethically oriented standards of human behavior in the process of business communication. M. Braim notes that in the discussion it is necessary to respect the opinion of others, even if it seems absurd at first glance.

Business meetings can be attended by 7-9, maximum 12 people, a large number of participants can already reduce work efficiency. The topic of discussion should be predetermined so that participants can professionally prepare, think through their proposals, even prepare relevant reports. The spatial arrangement of participants in the form of a "round table" is important to enhance interaction. The leader of the meeting should first express the hope that the meeting will be businesslike and constructive, during the meeting follow the rules, “keeping” the speakers within the framework of the topic under discussion, involving the “inactive”, stopping the “talkative”, determining the order in which words are given, asking the necessary questions , carrying out paraphrasing and summing up intermediate results, giving a final commentary on the meeting. It should be remembered that a business meeting implies the possibility of criticizing the subject positions, and not the personal characteristics of the one who expressed it, and it is recommended to follow the rule: first note the coincidence of positions, and then discuss the difference between different positions and approaches to solving the problem, convincingly arguing the advantages and disadvantages of each alternatives. In case you come under fire, it is useful to turn the attack on yourself into an attack on the problem: "I'm glad that you are concerned about the same issue and you are trying to find the best solution ...". The main thing is not to win the dispute, but to move forward in solving the problem. It is important to treat your position not as the only possible and the only true one, but to be able to understand and even accept a different opinion, to be permeable to a different opinion. In order to remove the passivity of the participants, the following can be used: 1) statements in a circle or 2) the brainstorming method. Conflicts of opinion can take two forms: competitive or coop-collaborative. In order to reduce hostility in the competition of opinions, conciliation commissions or groups can be created, including participants with opposing views, which should determine the points on which their opinions converge, find points in someone else's position that they like or can be useful for optimally solving the problem.

Business meetings are often directive in nature, when the leader from the position of the "Parent" indicates his opinion as the only solution to the problem and the other participants from the position of the "Child" accept this decision for execution. The most effective are business meetings that are collegial in nature of equal interaction from the position of "Adult - Adult". However, there are also manipulations when outwardly the interaction is carried out as "Adult - Adult", but in fact "Parent - Child", i.e. the leader seems to ask everyone to speak out, even the silent ones, but after everyone has spoken, the leader, paraphrasing everyone, places the necessary accents and, as a result, makes the decision he needs, obliging the participants to execute this decision in fact from the position of the “Child”.

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