Meeting Management



As regards Meeting Management in Organizations it is important to take into account that Participation is much more than "being connected". It is encouraging the creation of spaces to take active part and get involved in processes for the creation of value.

 

Beyond the cutting edge technology that the Organization has, participatory processes also require three complementary elements:

 

Information: to fulfill its two fold objective by providing data and organizing it.

 

Opinion: to facilitate the incorporation of the expertise of human resources (intangible assets) to the development and management of the products and services of the company (tangible assets).

 

Decision Making: directly linked to the development of the required autonomy at each point of the management networks.

 

It means involving employees rather than convincing them, enriching the decision making through individual experiences added for collective action, promoting integration of corporate and individual goals, making the staff feel a strategic resource, an internal Customer and not a mere link in the production line.

 

Internal Communication Management requires participation. Without organized and constant interaction between individual and collective actions, conducting corporate strategies will become unviable. For this, Meeting Management is an essential technique.

 

There are several types of meetings: information, training, reflection, working, operational, decision-making, research ones, etc. For managing them it would be very useful to establish a set of basic principles to provide general settings for the Organization when conducting meetings. Among these we can mention:

 

1-Planning by the organizers

 

2 -Setting an explicit goal.

 

3 -Setting a defined and limited agenda.

 

4-Identifying roles.

 

5-Determining a precise and limited timetable.

 

6 –Closing of the meeting: list the pending resolutions for the next meeting.

 

7 -Preparation of a report of the meeting.

 

8 -Distribution of the Report among participants and those responsible for complementary areas.

 

 

In this context, it is vital to provide quality information in the necessary amount, considering that the targeted Human Resources should have the required knowledge to assess it. Moreover, it is important to provide easy access to the opinions of the members at different levels of the organization, so that their interaction helps to optimize quality and decision-making processes, related to the performance of specific and global tasks of Human Resources of the targeted Organization.


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