Guide to Meetings / Edition 1

Paperback (Print)
Buy New
Buy New from BN.com
$35.45
Used and New from Other Sellers
Used and New from Other Sellers
from $1.99
Usually ships in 1-2 business days
(Save 95%)
Other sellers (Paperback)
  • All (14) from $1.99   
  • New (7) from $10.20   
  • Used (7) from $1.99   

Overview

This concise, practical book is written for you if you want to assure your meetings will be...

  • Necessary and not just a waste of time
  • Interesting, coherent, and well-organized
  • A place for people to share, rather than show off, their ideas
  • Constructive, thoughtful, and creative
  • Inclusive, with full participation from all
  • Efficient and not a waste of energy
In today's environment, meetings are more commonplace and important than ever, because of...
  • Advances in technology—such as videoconferencing and conference calls
  • Increased reliance on collaborative workgroups and cross-functional work teams
  • Increased specialization, which necessitates sharing diverse knowledge and expertise
Like all books in the Prentice Hall Guides to Advanced Business Communication series, this book is...
  • Brief: summarizes key ideas only
  • Practical: offers clear, straightforward tools you can use
  • Reader-friendly: provides easy-to-skim format
Reviews of the core concepts book for this series, Guide to Managerial Communication by Mary Munter
  • —Listed by the Wall Street Journal as one of the five business "books you shouldn't miss."
  • —"Really a gem." Former managing editor, Harvard Business Review
  • —"Short, compact, practical, and readable... I liked it immensely." Journal of Business Communication
Read More Show Less

Product Details

  • ISBN-13: 9780130338563
  • Publisher: Prentice Hall
  • Publication date: 6/1/2001
  • Series: Guide to Series in Business Communication Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 93
  • Sales rank: 240,540
  • Product dimensions: 5.40 (w) x 7.90 (h) x 0.30 (d)

Read an Excerpt

HOWTHIS BOOK CAN HELPYOU

This book is for you if you want specific tips to assure that your meetings will be:

  • Necessary and not just a waste of time
  • Marked by healthy discussion, not hostile confrontation
  • Interesting, coherent, and well organized
  • Based on new technology when appropriate
  • A place for people to share, rather than show off, their ideas
  • Constructive, thoughtful, and creative
  • Inclusive, with full participation from all
  • A forum for decisions that get acted upon
  • Efficient and not a waste of energy

The book can also help you if you want general guidelines, rather than answers to specific questions. For example, you might want:

  • A checklist for meeting preparation
  • General guidelines for meeting facilitation
  • A set of options for making decisions

Finally, if you are taking a professional course, a college course, or a workshop, you can use this book as a reference.

WHO CAN USE THIS BOOK

This book was written for you if you need to run meetings, either now or in the future—regardless of whether you are in business, training, nonprofit, health care, or any other professional context. Here are just a few reasons why meetings are more commonplace and important today than ever before.

  • Advances in technology—such as videoconferencing and conference calls
  • More time spent in meetings, 60 percent or more of some professional's time
  • High costs to the organization
  • Increased reliance on collaborative work groups and cross-functional work teams
  • More specialization, which necessitates sharing diverse knowledge and expertise
WHY THIS BOOK WAS WRITTEN

The thousands of participants in various communication courses and workshops we have taught—between the two of us, at Dartmouth's Tuck, Minnesota's Carlson, and Stanford business schools, as well as at hundreds of companies and organizations—tell us that they want a brief summary of meeting techniques. Such busy professionals have found other books on this subject too long or too remedial for their needs. That's why Prentice Hall is publishing this series, the Prentice Hall Guides to Advanced Communication—brief, practical, reader-friendly guides for people who communicate in professional contexts. (See the opening page in this book for more information on the series.)

  • Brief: The book summarizes key ideas only. Culling from pages of text and research, we have omitted bulky examples, cases, footnotes, exercises, and discussion questions.
  • Practical: This book offers clear, straightforward tools you can use. It includes only information you will find useful in a professional context.
  • Reader friendly: We have tried to provide an easy-to-skim format—using a direct, matter-of-fact, and nontheoretical tone. Those hoping to gain new ideas can read it as a text while those wanting to refresh their memory should be able to easily skim specific pages.
HOWTHE BOOK IS ORGANIZED

The book is divided into two main sections: planning the meeting and conducting the meeting.

Part I: Planning the meeting (Chapters I-5)
Part I provides a detailed discussion of issues to consider before the meeting. Chapter 1 answers the question Why Meet? with tips on specifying a purpose for meeting, deciding on a channel of communication (e.g., meetings, presentations, writing, or an individual conversation), and analyzing your attitude toward meetings. Chapter 2 covers Who to Include? including how to select participants and gear your meeting toward their backgrounds, expectations, and emotions. In Chapter 3, we discuss What to Discuss?, that is, setting an agenda (scheduling, explanation, and format) and orchestrating roles (scribe, timer, etc.). How to Record Ideas? is the topic of Chapter 4 which covers equipment and planning techniques for graphic facilitation (that is, recording participants' comments publicly). Chapter 5 explains the final meeting planning issue, Where to Meet?—including the tradeoffs between face-to-face versus electronic meetings and the logistics for face-to-face meetings.

Part II: Conducting the meeting (Chapters 6-10)
Part II covers the specific skills and techniques needed to conduct the meeting. In Chapter 6, we discuss Opening the Meeting in terms of both task functions (making sure the job gets done) and process functions (making sure people participate). Chapter 7 covers Verbal Facilitation—things you can say to get people talking, stimulate discussion and debate, and avoid debilitating arguments and confrontations. In Chapter 8, we move to Listening Facilitation skills, mental and nonverbal techniques you can use to make sure you hear what participants say. Graphic Facilitation is the topic of Chapter 9, which covers techniques for recording participants' comments publicly during the meeting. Chapter 10 provides some guidelines for Closing the Meeting—various techniques for making decisions, ending meetings, and following up on meetings.

ACKNOWLEDGMENTS

We are grateful for all the help and support we have received while working on this project. This project would not have been possible without the love and support of our friends, colleagues, and family members. MM: My thanks to Paul Argenti, Marcia Diefendorf, Seth Daniel Munter, Lindsay Rahmun, Lynn Russell, Karen Weinstock, and JoAnne Yates; to my colleagues at MCA and ABC; and to the thousands of executives and students I've been privileged to teach. MN: I would like to thank Carolyn Boulger, Mary Munter, Jim O'Rourke, Pris Rogers, and JoAnn Syverson for their encouragement and unwavering support. I would also like to thank the entire staff of the Managerial Communication Center at the University of Minnesota's Carlson School of Management. Finally, I would like to thank Professors Marty Manor, Jack Rhodes, Ernest Bormann, and Robert Ir. Scott for opening my eyes to the exciting possibilities of communication studies and for supporting my curiosity and personal growth.

Finally, we would like to acknowledge our sources listed in the bibliography.

Mary Munter Tuck School of Business Dartmouth College

Michael Netzley Carlson School of Management University of Minnesota

Read More Show Less

Table of Contents

I. PLANNING THE MEETING.

1. Why Meet?

Define Your Purpose and Choose Your Channel.

2. Who to Include?

Select and Analyze the Participants.

3. What to Discuss?

Orchestrate the Roles and Set the Agenda.

4. How to Record Ideas?

Plan for Graphic Facilitation.

5. Where to Meet?

Plan for Technology and Logistics.

II. CONDUCTING THE MEETING.

6. Opening the Meeting.

Task and Process Functions for Opening the Meeting.

7. Verbal Facilitation.

Getting Them to Talk and Avoiding Facilitation Problems.

8. Listening Facilitation.

Hearing What They Say (Mentally and Nonverbally).

9. Graphical Facilitation.

Recording What They Say.

10. Closing the Meeting.

Making Decisions, Ending the Meeting, and Following Up.

Read More Show Less

Preface

HOWTHIS BOOK CAN HELPYOU

This book is for you if you want specific tips to assure that your meetings will be:

  • Necessary and not just a waste of time
  • Marked by healthy discussion, not hostile confrontation
  • Interesting, coherent, and well organized
  • Based on new technology when appropriate
  • A place for people to share, rather than show off, their ideas
  • Constructive, thoughtful, and creative
  • Inclusive, with full participation from all
  • A forum for decisions that get acted upon
  • Efficient and not a waste of energy

The book can also help you if you want general guidelines, rather than answers to specific questions. For example, you might want:

  • A checklist for meeting preparation
  • General guidelines for meeting facilitation
  • A set of options for making decisions

Finally, if you are taking a professional course, a college course, or a workshop, you can use this book as a reference.

WHO CAN USE THIS BOOK

This book was written for you if you need to run meetings, either now or in the future—regardless of whether you are in business, training, nonprofit, health care, or any other professional context. Here are just a few reasons why meetings are more commonplace and important today than ever before.

  • Advances in technology—such as videoconferencing and conference calls
  • More time spent in meetings, 60 percent or more of some professional's time
  • High costs to the organization
  • Increased reliance on collaborative work groups and cross-functional work teams
  • More specialization, which necessitates sharing diverse knowledge and expertise

WHY THIS BOOK WAS WRITTEN

The thousands of participants in various communication courses and workshops we have taught—between the two of us, at Dartmouth's Tuck, Minnesota's Carlson, and Stanford business schools, as well as at hundreds of companies and organizations—tell us that they want a brief summary of meeting techniques. Such busy professionals have found other books on this subject too long or too remedial for their needs. That's why Prentice Hall is publishing this series, the Prentice Hall Guides to Advanced Communication—brief, practical, reader-friendly guides for people who communicate in professional contexts. (See the opening page in this book for more information on the series.)

  • Brief: The book summarizes key ideas only. Culling from pages of text and research, we have omitted bulky examples, cases, footnotes, exercises, and discussion questions.
  • Practical: This book offers clear, straightforward tools you can use. It includes only information you will find useful in a professional context.
  • Reader friendly: We have tried to provide an easy-to-skim format—using a direct, matter-of-fact, and nontheoretical tone. Those hoping to gain new ideas can read it as a text while those wanting to refresh their memory should be able to easily skim specific pages.

HOWTHE BOOK IS ORGANIZED

The book is divided into two main sections: planning the meeting and conducting the meeting.

Part I: Planning the meeting (Chapters I-5)
Part I provides a detailed discussion of issues to consider before the meeting. Chapter 1 answers the question Why Meet? with tips on specifying a purpose for meeting, deciding on a channel of communication (e.g., meetings, presentations, writing, or an individual conversation), and analyzing your attitude toward meetings. Chapter 2 covers Who to Include? including how to select participants and gear your meeting toward their backgrounds, expectations, and emotions. In Chapter 3, we discuss What to Discuss?, that is, setting an agenda (scheduling, explanation, and format) and orchestrating roles (scribe, timer, etc.). How to Record Ideas? is the topic of Chapter 4 which covers equipment and planning techniques for graphic facilitation (that is, recording participants' comments publicly). Chapter 5 explains the final meeting planning issue, Where to Meet?—including the tradeoffs between face-to-face versus electronic meetings and the logistics for face-to-face meetings.

Part II: Conducting the meeting (Chapters 6-10)
Part II covers the specific skills and techniques needed to conduct the meeting. In Chapter 6, we discuss Opening the Meeting in terms of both task functions (making sure the job gets done) and process functions (making sure people participate). Chapter 7 covers Verbal Facilitation—things you can say to get people talking, stimulate discussion and debate, and avoid debilitating arguments and confrontations. In Chapter 8, we move to Listening Facilitation skills, mental and nonverbal techniques you can use to make sure you hear what participants say. Graphic Facilitation is the topic of Chapter 9, which covers techniques for recording participants' comments publicly during the meeting. Chapter 10 provides some guidelines for Closing the Meeting—various techniques for making decisions, ending meetings, and following up on meetings.

ACKNOWLEDGMENTS

We are grateful for all the help and support we have received while working on this project. This project would not have been possible without the love and support of our friends, colleagues, and family members. MM: My thanks to Paul Argenti, Marcia Diefendorf, Seth Daniel Munter, Lindsay Rahmun, Lynn Russell, Karen Weinstock, and JoAnne Yates; to my colleagues at MCA and ABC; and to the thousands of executives and students I've been privileged to teach. MN: I would like to thank Carolyn Boulger, Mary Munter, Jim O'Rourke, Pris Rogers, and JoAnn Syverson for their encouragement and unwavering support. I would also like to thank the entire staff of the Managerial Communication Center at the University of Minnesota's Carlson School of Management. Finally, I would like to thank Professors Marty Manor, Jack Rhodes, Ernest Bormann, and Robert Ir. Scott for opening my eyes to the exciting possibilities of communication studies and for supporting my curiosity and personal growth.

Finally, we would like to acknowledge our sources listed in the bibliography.

Mary Munter
Tuck School of Business
Dartmouth College

Michael Netzley
Carlson School of Management
University of Minnesota

Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)