Making Meetings Work: Achieving High Quality Group Decisions / Edition 1

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Overview

Meetings occupy so much time, relate to so many key functions and cost so much money that improving their efficiency should be a vital issue for managers. Often humorous, this down-to-earth guide covers everything one needs to know about meetings including: agenda preparation; what happens behind the scenes before and after meetings; handling the flow of ideas and proposals; making high quality decisions; managing emotions; and dealing with conflicting values and personalities. Based on extensive studies of people who run successful meetings, this book is an excellent practical resource.

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Editorial Reviews

Booknews
Offers strategies for planning and conducting meetings, focusing on what sets a "good" meeting apart from a "bad" one. Presents seven principles and 14 commandments for managing meetings, and details techniques for creating agendas, managing public meetings, dealing with conflicts and emotional issues, and assigning roles. Discusses implementing TQM meetings, and looks at the negative culture of meetings and how to change it. Includes a sample agenda, minutes, and report, and a sample evaluation form. Paper edition (unseen), $18.95. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780803973596
  • Publisher: SAGE Publications
  • Publication date: 1/28/1996
  • Edition description: Older Edition
  • Edition number: 1
  • Pages: 224
  • Product dimensions: 6.04 (w) x 9.16 (h) x 0.56 (d)

Meet the Author

John E. Tropman teaches at the University of Michigan in the School of Social Work and the Stephen M. Ross School of Business. In the school of business, his courses focus on organizational design, organizational culture, rewards systems, and organizational change. In the School of Social Work, his courses focus on executive leadership and policy development. He also teaches in the Executive Education Programs at the University of Michigan. He has written over 40 books and many articles. Tropman works with a number of organizations in a consultative capacity, including for-profit, nonprofit, and governmental entities, assisting them in strategic planning, developing effective decision systems and managing change, as well as providing executive training. He also works with individual executives, assisting them in their own career development.

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Table of Contents

Introduction
Playing the Meetings Game
PART ONE: PARADIGM SHIFT
Principle Driven
The Seven Imperatives
PART TWO: MANAGING FOR MEETING SUCCESS
Managing Agenda Organization
The Fraction Rules
Managing Agenda Design
The Rule of the Agenda Bell
Managing Meeting Text
Writing Agendas, Minutes and Reports
Managing Participant Trust
The Integrity Rules
Managing Pre-Meeting and Post-Meeting Tasks
Managing Meeting Rehearsals, Performances and Audiences
Managing the Emotional Elements of Meetings
Managing the Flow of Ideas and Proposals in Meetings and Dealing with Difficulties in Idea Processing
Managing the Bases for Decisions in Meetings
The Decision Rules
Managing the Accomplishment of Decision and Choice
Managing Positions and Roles in Meetings
Managing the Tasks and Functions in Meetings
Managing the Blending of Conflicting Values
Managing Meeting Assessment
The Evaluation Rules
PART THREE: BECOMING A MASTER MEETING MANAGER: SOME TIPS ON APPLICATION
Implementing Excellent Meetings
Strategies and Tactics
Implementing Total Quality Meetings (TQM)
PART FOUR: STRATEGIC PERSPECTIVES ON MEETINGS, DECISIONS AND POLICY
The Meeting
Lore and Legend, or The Negative Culture of Meetings
What Are the Presenting Problems in Meetings?
But Why DO Things Go Wrong?
Total Quality Management = Total Quality Decisions

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