Meetings and sessions, general and special features. Conducting business meetings and conferences

A meeting is a way of collective exchange business information with the adoption (communication) of specific decisions. The meeting is usually organized by management to inform labor collective.

Conducting a meeting. Conflicts in meetings

The generally accepted methods of communication with subordinates and at the same time forms of organizing the work of a manager are production meetings and meetings.

Meetings and conferences are a way of collective exchange of business information under the leadership of a boss with the adoption of specific decisions.

By purpose they are distinguished following types meetings and conferences:

Introductory (presentation of new projects, advanced training);

Informational (summarizing information, studying points of view);

· explanatory (convincing employees of something);

· problematic (collective search for a solution to the issue);

· instructive (bringing to the attention of the necessary information and explanation of the method of action);

Operational (“operative”) (obtaining current information about the state of affairs and identifying “bottlenecks”);

Planning meeting (setting tasks and plans for the next short period of time)

Coordination (ensuring interaction

divisions);

Final (summarizing results for a period of time or production cycle);

Solemnity (ceremonial summing up,

important dates or events for the company, awards best employees);

“meeting of the Labor collective” (for all other

meetings also bring together the work collective, but this name emphasizes that at the meeting some important issues are discussed, more for the work collective than for management - working conditions, preparations for

holidays, some other informal topics not directly related to production; from the same series - the trade union meeting).

The terms “meeting” and “meeting” are often perceived as synonymous. However, strictly speaking, a meeting and a conference differ both in purpose and in methods of conduct.

necessary specialists and listens to their opinions (organizes a discussion) to make decisions. Typically, meetings are held with the participation of the manager, heads of departments, leading specialists - that is, those whose opinion is significant and can influence the adoption

So, the task of the meeting is to inform the workforce, the task of the meeting is to develop a joint

solution in a narrower circle of those involved in the problem

specialists. The difference between these formats of business communication can be easily understood by analyzing the etymology

(origin) of their names: they gather for a meeting for

for any purpose, they gather for a meeting to confer. Every meeting is a meeting, but not every Meeting is a meeting. A meeting usually involves a narrower format, so next we will consider the basic principles of organizing and conducting a meeting in order to cover a wider range of aspects.

Preparing the meeting begins with setting a goal, defining a topic, agenda and composition of participants.

The effectiveness of a meeting is largely determined

time and place of its holding, as well as its composition

participants. You should be invited to the meeting minimal amount people - only those without whom it will be ineffective. (Sometimes it is wise to dismiss before the end of the meeting those workers whose presence is no longer necessary.)

The basis for a successful meeting is a well-structured agenda. It is usually communicated to meeting participants well in advance so that they already know what issues will be discussed at the meeting and can prepare. In any case, the agenda must be announced at the very beginning of the meeting.

The agenda is often completed as a separate document. This document is both

announcement of a meeting, and an order ordering a meeting to be held on such and such a topic with

such and such questions and such and such participants. Therefore, it makes sense to post it on the order board.

The meeting agenda must contain:

· title (topic) of the meeting;

information about the place, time and duration of the meeting; .

· information about the meeting participants (who should attend);

·list of questions for discussion (if necessary, with the names of speakers);

Rules – distribution of time on agenda items. If the status of the meeting is insignificant, it is enough to indicate in the agenda the topic, time and place, list of issues, and

Some meetings do not require a detailed agenda. For example, for a small meeting sometimes

it is enough to verbally announce the place and time, the composition of participants and

topic. The list of issues to be discussed will be developed at the meeting itself.

Start of the meeting. The meeting is always led by one person -

The presiding officer is most often the leader himself. In the very first, initial phase of the meeting, the chairman, first of all, brings to the attention of the main procedural issues: the topic and purpose of the meeting, the content of the agenda, the rules.

Conducting a meeting for a manager, it is always divided into two parallel lines: maintaining the procedure and maintaining the content.

Conducting a meeting

The higher the position of the manager, the more time he has to devote to meetings, negotiations, business meetings and other forms interpersonal communication. Managers' time is often wasted.

The meeting is determined explanatory dictionary as a derivative of the verb to confer, i.e. to conspire, consult, jointly discuss something with someone, as “a meeting dedicated to discussing any issues, actions, measures,” which is usually held on operational issues. The word “meeting” has synonyms - five-minute meeting, meeting, operational meeting, planning meeting.

Thus, a meeting is understood to be this type management activities, when a certain number of participants gathers in a predetermined place at a specified time to discuss and make decisions on previously posed issues.

There is hardly any other type of activity that wastes so much time from so many people at the same time as during meetings.

Therefore, the meeting should be prepared especially carefully with a detailed study of all organizational and technical measures both for organization and for its conduct. The reasons why time and money are wasted are often simply due to the fact that many meetings are poorly prepared and organized, poorly conducted and poorly summarized. Remember V. Mayakovsky’s poem “The Sitting Ones”.

Let's look at the basic principles to make a meeting or meeting as productive as possible.

Preparation for the meeting is carried out in three stages:

1. Development of organizational issues.

2. Discussion of all issues that will be considered.

3. Conducting an office meeting.

The purpose of the meeting is “the beginning of all beginnings,” since the more specifically the goals of the meeting are formulated, the greater the hope for a productive result, and vice versa, the vague formulation “to discuss the state of the issue” does not aim at anything specific. At many meetings, participants cannot agree, because they are actually talking about different things.

Work on preparing a meeting begins with deciding on the need to hold it, the issues to be brought up for it and the expected participants, the time and place of the meeting.

It is better to schedule a meeting at the beginning or end of the working day, so as not to break up the working day, the rhythm of work, or force people to switch from one type of activity to another. You should not hold meetings (meetings) on the eve of weekends and especially holidays, because event participants should not be in a hurry. In addition, you need to immediately think about the location of the meeting.

The room must be selected before invitations are drawn up, so that it accurately indicates the location of the meeting. When choosing a room, take into account first of all the number of participants. A sufficient number of spare seats must be provided: for a small meeting 2-3 additional chairs, for large meetings at least 15-20 seats. In addition, when choosing a room, take into account the possibility of using technical means.

The agenda is the first document that is drawn up in preparation for the meeting.

When drawing up the agenda, it is recommended to put issues on which there are more people invited first. After reviewing them, those invited can leave. The remaining questions are arranged in order of difficulty from more complex and time-consuming to simpler.

The agenda indicates the issues to be discussed, the names, initials and position of the persons reporting on each issue.

The list of participants is the second document that needs to be prepared.

Only those who cannot be avoided should be invited to any type of meeting. These are employees who are directly affected by the issues under consideration, and executors of decisions or employees who have special knowledge or experience in solving similar problems. It is advisable to limit the number of meeting participants (no more than 15 people), otherwise the process becomes unmanageable.

A very important point in preparing a productive meeting is the invitation. If an important decision is expected to be made at a meeting, the manager should not invite participants through the secretary by telephone. In this case, the invitation must be sent to all participants in writing. The invitation indicates the date, agenda, speakers, and may indicate the list of invitees.

This allows those invited to think through the state of a problematic situation, makes it possible to develop a position and collect facts to justify their decision, sets the duration of the meeting, etc.

So, having an agenda, a list of participants, knowing the place and time of the meeting, we begin to notify the participants. Meeting participants should be notified in advance so that they can plan their work day.

Notification can be carried out in two ways: in writing (by sending an invitation) or orally (by telephone).

The most important place Preparing for a meeting involves drawing up a draft decision on the issue under discussion or draft final documents. It is to make these decisions and approve the final documents that the meeting is convened. The presence of projects allows you to delve deeper into documents, make changes, and quickly discuss them. It is necessary to request draft decisions from the employees preparing the issue and organize their execution.

All documents intended for the meeting must be collected at least 48 hours in advance, copied and distributed 24 hours before the meeting.

When preparing a meeting, you should find out the financial costs necessary to hold it: renting a room and display equipment, purchasing stationery, flowers, water, organizing a coffee break, etc. Reproduction of information materials for meeting participants can also be a significant expense item.

At the preparatory stage, the total scope of work during the meeting is determined and, if necessary, a proposal is made to create a working group to prepare the meeting. It is necessary to carefully consider the composition of the group, which employees should perform what work, and at what time each of them will be involved in servicing the meeting. When organizing large meetings with a large number of participants, the issue of organizing the meeting should be fixed by order of management.

IN preparatory stage This also includes taking care of transportation for the participants.

The preparatory stage ends with the preparation of the meeting room and its technical equipment.

The best place for holding a meeting there is a specially equipped room with round table, a wall clock, without a telephone and a selector (it is advisable to have a telephone and a selector in the next room so that you can go out and get help or invite the necessary specialist without distracting others). The room where the meeting is held must have good ventilation.

It doesn't matter at all in what order the meeting participants sit. Seating order, starting with 6 participants, must be established using special cards before meeting participants appear. Representatives of competing groups should not sit opposite each other, otherwise each edge of the table will turn into a trench, and conflicts will arise on their own. People who feel hostility are seated as far away from each other as possible.

The leader should sit in the center. It is desirable that he has the opportunity to look into the eyes of the largest number of meeting participants.

The meeting must start on time. There is no point in punishing those who are on time by making them wait for those who are late. A manager who waits for one participant at the first meeting will wait for everyone at the second.

The chairperson should be very clear about the purpose of the meeting. The meeting should start on a positive note. The problem being solved must be presented interestingly, imaginatively, and with inspiration. The opening of the meeting should last no more than two minutes.

Participants in the meeting speak by name. Only one person should always speak. Talking a lot is as indecent as remaining silent all the time. One should not tolerate excursions into the past and deviations from the topic made by individual participants. The meeting should consistently, step by step, approach the solution of the problem.

You cannot comment on the words of a subordinate speaking at the podium, interrupt him during his speech, or rudely cut him off mid-sentence if the opinion on the issue under discussion does not coincide with the opinion of the manager.

An important point is documenting the meeting, i.e. recording the process of discussing the issues on the agenda. During the meeting and after its end, it is necessary to collect texts of speeches that were not submitted in advance. The progress of the meeting can be stenographed, recorded, video recorded, or recorded.

Most the best option for operational meetings is their recording. The minutes must be kept by a secretary or a specially appointed person. The quality of recording of speeches depends on his qualifications, ability to penetrate and understand the essence of the issues being discussed. Therefore, the appointment of a person taking the minutes is an important part of the preparation of the meeting. The protocol is kept, as a rule, briefly and concisely.

The main part of the text of the protocol is organized into sections corresponding to agenda items. For each item there may be the following parts:

LISTENED

PERFORMED

DECIDED (DECIDED)

The final part of the section for each agenda item is a record of the decision made on the issue under discussion. The protocol specifies a list of persons responsible for the implementation decisions taken, as well as persons who must familiarize themselves with the protocol.

The result achieved at the meeting should be formulated briefly and definitely.

It is necessary to immediately establish what steps should follow the decision, who has what responsibilities, who is responsible for implementing the decision, and who controls its implementation.

A meeting is a mandatory event in which all members of an organization participate, such as an annual meeting of shareholders or general meeting members of the cooperative. The procedure for holding a meeting is regulated by the charter of the relevant organization; the progress of the meeting and the decisions made are recorded in a special document - the minutes of the meeting.

Unlike a meeting, a meeting is attended by a certain fixed circle of people, usually representatives of various companies or divisions of the enterprise. Meetings are usually regular and are held in strictly defined

divided time, most often once a week, and are intended to discuss current issues, although there may be unscheduled meetings caused by production needs. Minutes of the meeting are not required, but a decision is usually made at the end of the meeting.

Business meetings are divided into business conversations and negotiations. Business conversations are held in a free form, are intended to discuss any issues that arise and do not necessarily end with a decision. Negotiations are designed to resolve serious issues joint activities enterprises, delimitation of spheres of activity, production pricing policy and so on. They end with the adoption of final documents or oral declarations.

Due to the specifics of his work, any businessman quite often has to take part in various meetings, conferences and business meetings oh, and also organize these events yourself. It is necessary to follow the established procedure for organizing and conducting them, because often the success of all commercial work depends on it.

When preparing a meeting, meeting or negotiations, you must:

1. Select and clearly formulate an agenda. The agenda may have two or three main issues and three or four minor ones. If there are few main issues, then the meeting will proceed leisurely and will take the same amount of time as if there are a sufficient number of them, and if there are a large number of issues, the discussion will become superficial.

2. Determine the composition of participants (for meetings, negotiations). The exception is production meetings, which are held regularly (usually once a week) with a constant composition of participants.

3. Select the day and time of the event. When conducting negotiations, the day and time are agreed upon in advance with all participants.

4. Notify participants about the day and time of the event. When holding a meeting, it is advisable to do this 5-7 days in advance. Only persons invited to it and who are not regular participants in the meeting are notified about the day and time of the production meeting.

5. Set the expected duration of the event and warn participants about it. Experience shows that announcing the end time of a meeting or meeting reduces its duration by 10-15%.

6. Prepare a keynote speech or message and identify required discussion participants. The report must be specific, reflect the essence of the issue under consideration, and the conclusions must be substantiated. Verbosity and vagueness of a report or message causes indifference among listeners.

7. Select and prepare the premises. Care must be taken to ensure that the room is comfortable enough to accommodate all participants. There should not be a shortage of chairs. When organizing negotiations on the tables in front of each participant, it is advisable to place a card indicating the last name, first name, patronymic and the name of the company he represents. There should also be paper and writing utensils on the tables, and refreshments can be provided. It is considered good form to serve tea or coffee with a small amount of baked goods during negotiations.

You need to start work at exactly the appointed time. Delaying the start of a meeting or meeting usually results in the next meeting being held very late. It is customary to strictly observe the start time of negotiations by all parties; being late for negotiations is considered as extreme disrespect for partners and can lead to undesirable consequences.

The atmosphere during a meeting (meeting) or business meeting should be friendly. Personal attacks towards participants and showdowns are unacceptable.

A chairman is elected to conduct the meeting. The main responsibilities of the chairman are:

follow the regulations;

announce the name and position of the speaker, the name of the organization of which he is a representative.

The chairman of the meeting must meet certain requirements, the main of which are: competence, impartiality, ability to express himself clearly and clearly, and tolerance of other people's opinions. The chairman does not have the right to show his preference for one or another opinion or participant in the meeting, or to impose his opinion. He must present his proposals after everyone else.

An important step any meeting or meeting is the making of a decision. At such moments, the meeting often becomes helpless, as if it loses energy. This happens because participants are unable to recognize that it is time to make a decision, or they hesitate, hesitating to make a choice. In such cases, it is best to choose one offer and continue to consider it. It is important not to miss the moment when the debate should be closed - this requires the experience and skill of the chairman. Good way- interim voting. It sums up the next stage of the discussion. However, one should not be too hasty with the final vote, because It is possible that a decision will be made that is rejected by the minority. In this case, members of the minority may begin to act to prove the majority wrong, which can lead to the resumption of the discussion and the loss of the results already achieved.

A special type of meeting is the so-called “brainstorming”. Such a meeting is held when it is necessary to solve a complex problem, find a way out of a confusing situation, or make a responsible decision.

To conduct such a meeting, first of all, it is necessary to clearly formulate the task - only one, the most difficult or the most important. It is advisable that no more than 7-12 people take part in the discussion. It is advisable to arrange the chairs in a circle so that there is no “gallery” and “presidium”. It is necessary to strictly determine the time of discussion. Lack of time creates stress, which stimulates brain activity. Optimal time such a meeting takes about 30 minutes. No one should criticize the proposals put forward. Most people cannot work creatively under conditions of moral threat; if one is pulled back, others will only think about how not to seem stupider than everyone else. At the beginning of a discussion, as a rule, banal, empty ideas are put forward. The ban on criticism makes it easier to put forward any ideas, some of which may be very valuable. It is advisable to select best ideas, rather than discarding the worst, what seemed unsuitable now may be useful later. There is no need to establish the authorship of ideas - the best ideas are always the product of collective creativity.

When it seems like a way out has been found difficult situation, it is advisable to divide into two groups - “supporters” and “opponents” and try to find weak spots in the developed solution. The final decision must be clearly formulated and written down.

An important aspect of enterprise management is holding meetings and conferences, during which business communication is carried out. To ensure that meetings and conferences are held effectively, it is advisable for their leaders (chairmen) to follow the following recommendations. Before the meeting (meeting):

1. Prepare an agenda i.e., a list of issues that must be resolved at the meeting (meeting). These questions may relate to both the implementation

both previously made decisions and new problems that have arisen since the previous meeting.

2. Decide who should attend the meeting, and notify them in advance. As a rule, all members of the work team are present at the production meeting. Only those employees who are competent to solve the problems that have arisen are invited to the meeting.

3. Choose an appropriate place and time. Make sure the place is equipped with everything you need. Determine the time needed to discuss these issues. Please note that the ideal duration of meetings (meetings) is no more than one and a half hours. If the meeting must last longer, allow for breaks.

4. Hand out the agenda. The agenda should be in the hands of employees several days before the meeting so that they can prepare for the meeting.

5. Determine the main speaker and co-speakers in advance.

6. Pre-talk with each meeting participant to find out their position. This will help you anticipate conflict situations and plan their resolution while maintaining team cohesion.

7. The choice of room for holding a meeting is important. The room must be equipped comfortable furniture, have normal air temperature. It is best to place meeting participants at a round table, with each of them facing everyone else. To improve communication, it is advisable to install signs with full names in front of participants, clearly visible to everyone present.

During the meeting (meeting):

1. Discuss the agenda and, if necessary, amend it to take into account new circumstances that have recently arisen.

2. Keep track of the time so that the rules are followed, since the ensuing discussion could disrupt it.

3. Ensure that meeting participants have freedom of expression, regardless of their position. It is necessary to tactfully restrain the energy of those who are accustomed to taking the initiative due to their nature, giving less active participants the opportunity to speak earlier.

4. During the discussion, take a neutral position in relation to the opinions expressed.

5. Monitor emerging conflicts and intervene if necessary. Act as a mediator to defuse the situation.

6. Check periodically to see if the group is ready to make a decision. You must not miss the moment when the group has reached an agreement and a new discussion can no longer add anything significant.

7. Adhere to the decision-making rules developed by the group. If there are disagreements, a vote must be held and a decision must be made by a majority vote.

8. Before ending the meeting, summarize the work. Find out from the group whether there is a need to meet again. It is important that people leave the meeting with a clear understanding of what the next steps should be. When a meeting ends without any decisions being reached, there can be a feeling of disappointment and frustration.

After the meeting:

1. Analyze the progress of the last meeting (meeting). It is necessary to consider whether the meeting fulfilled its tasks and whether the cohesion of the group was strengthened after it.

2. Prepare and distribute a summary of the meeting(s). Recording what was agreed upon, what issues were resolved, and what next steps should be taken should remind team members of the work they have to do.

3. Restore broken relationships through informal conversation. If there is a heated debate during a meeting, it is likely that some members of the group may have broken down and left the meeting upset or offended. Talk to them and calm them down.

4. Observe how group members cope with the tasks assigned to them. It is necessary to check whether any problems have arisen when employees perform specific tasks.

Typical disadvantages of holding meetings are:

Unreasonably large number of meetings;

Vague topic of the meeting;

Waste of time due to unnecessary conversations;

Unreasonably large number of participants;

Insufficient number of participants;

Lack of protocol, despite the need for it;

Insufficiently clear formulation of decisions.

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WITHpossession

Introduction
1.1. The concept of “meeting” and “session”
1.2. Organization of the meeting
1.3. Types and holding of meetings
1.4. Improving the effectiveness of meetings and meetings
Conclusion

Introduction

Subject test work“Meetings and sessions, general and special features.”

Among different types activities of the leader greatest number time, and with a break from the rest of the work, is absorbed by meetings.

The purpose of the test is to examine the general and special features of meetings and meetings.

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

1. Consider the concepts of meeting and meeting.

2. Consider the organization of meetings and conferences.

3. Consider the main opportunities for increasing the efficiency of meetings and meetings.

The object is a form of developing collective decisions.

Subject - meeting and meeting.

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

The manager’s work style is largely determined by his mastery of the “wisdom” of conducting various kinds of meetings and meetings, which take up significant part working hours and relate to direct management functions.

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

Group discussion as a form of business conversation has many positive aspects. First, it increases the efficiency of thinking. The Russian proverb “a mind is good, but two is better” did not arise out of nowhere; it contains deep meaning. Indeed, the uniqueness of human thinking is that it is especially effective in conditions of joint intellectual activity, since intellectual results do not add up, but are multiplied. It is known that most of the fruitful ideas were born when collective exchange thoughts.

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

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

1. Meetings and sessions, 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 interested in resolving the issues on the agenda. Meetings can be extended (by the number of participants) or limited (a narrow circle of meeting participants).

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

Examples may include: boards, boards of directors, plenums, The State Duma, Federation Council, 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 that go beyond the competence of one institution are solved.

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

A meeting is usually necessary under the following circumstances:

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

Discussion of private opinions in the preparation of decisions;

Conveying the type of information that requires clarification and concerns many;

Formation of new tasks;

Development of promising significant solutions;

Solving unique, problematic situations;

Coordination;

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

It happens that a meeting is not advisable based on its fundamentals and therefore causes dissatisfaction among its participants:

Weakness of individual work;

Uncertainties 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;

Putting off solving a problem until the situation requires a meeting;

Uncertainty in the distribution of assignments;

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

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

The draft decision includes such mandatory attributes as:

- for which meeting the draft decision is being prepared;

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

- repetition of the name of the item;

- who prepares the draft decision;

The agenda of the meeting is approved upon signing the agenda. After this, the secretariat distributes an invitation to the meeting and a package of materials for the meeting, which represents the approved agenda, draft decisions and certificates.

Immediately before the start of the meeting, a package of documents for it is distributed to those participants who have not yet received it. Based on 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 missing);

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

1.3 Types and conduct of meetings

Business meetings are very diverse. Typically the following types are distinguished:

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

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

- segregative (when the report of the manager and the speeches of his appointed subordinates are planned);

-- discussion (they are characterized by a free exchange of opinions, a decision is developed, which is adopted by voting of the participants with subsequent approval by the leader);

- free (these are meetings without a clear agenda and without a chairman. Most often they are integral part meetings when the discussion of a problem has reached a dead end. In this case, the chairman of the meeting announces a long break, during which backstage 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 at them the leaders only acquainted the invitees with their decisions or instructions from party and higher organizations, while the essence business meeting is to ensure a free discussion and develop a common decision based on broad 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, when 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 to the issue affects the interests of several structural divisions of the organization or company at the same time; thirdly, if in order to resolve the issue it is necessary to use the opinions of different 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 consume people's valuable time, taking them away from their main work. Therefore, before convening such meetings, you should think about the need for such a step. It is likely that the issue proposed for consideration does not require an immediate solution. Moreover, the manager, for example, just wants to inform employees about something. In this case, you can easily do without holding a meeting.

But if holding a meeting is still considered advisable, then first of all careful preparation is necessary. This preparation and the procedure for its implementation should be structured 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 a 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 throughout the day, it is advisable to hold meetings at the beginning or end of the working day or after a lunch break. Taking into account total costs time - that is, the time required not only for the meeting itself, but also for getting ready, moving, returning and getting back into work - the beginning and end of the meeting must be planned so that there are no “empty” periods of time left: if it ends 15 minutes before the lunch break, these will certainly be lost minutes.

It is required to notify the meeting participants in advance that it will take place and familiarize them with the agenda and all the necessary 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

Experience shows that business meetings do not always bring the desired effect due to the fact that many managers have a unclear understanding of the technology for organizing and conducting them. In some cases, business meetings are convened too often and poorly prepared; too many people are involved in their implementation, and certainly the “first” leaders; unreasonable duration of meetings reduces their effectiveness; finally, decisions made at business meetings are often poorly formalized and poorly controlled during implementation, which significantly reduces their effectiveness, and therefore there is a need for a repeat meeting on the same issues.

A business meeting is a way to attract the collective mind to develop optimal solutions on the latest and most complex issues arising at the enterprise. The management process in this regard comes down to three main stages:

- collection and processing of information;

- coordination of the activities of all services of the company and all employees;

- decision-making.

Apart from its direct purpose, each is rational organized meeting also solves an important educational problem. At the meeting, employees learn to work in a team, take an integrated approach to solving common problems, reach compromises, acquire a culture of communication, etc. For some employees, attending a business meeting is the only opportunity to see and hear managers higher levels management. In addition, at a business meeting, the manager is given the opportunity to show his talent as a manager. Kabushkin N.I. Tourism management: Textbook. allowance. - Mn.: BSEU, 2000. - p. 437

1.4 Improving the effectiveness of meetings and meetings

In institutions and organizations related to the socio-cultural sphere, it is not often possible to find specially created governing 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 of folk art and crafts, for 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 desire of the leader to share responsibility for making an unpopular, risky, difficult or erroneous decision. Seriously speaking, meetings are held not only because the manager cannot or does not want to make decisions on his own.

The purpose of the meetings is to coordinate the efforts of employees, give and receive the necessary information, accept necessary solutions(omitting cases when meetings are held for the sake of meetings themselves, when there is no clear goal, 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. Tendency to large meetings, desire to invite as many people as possible to them more people do not always give the desired result. meeting meeting

Specialists who are not directly related to the issues on the meeting agenda lose their work time in vain. Moreover, an increase in the number of invitees complicates communications between meeting participants, provokes deviations from the discussion of stated issues, reduces the opportunity to use the abilities of all participants, and complicates decision-making.

Practice shows that the success of a meeting is determined by the precise choice of time and place. The time of day for the meeting should be based on the capabilities of potential participants. It is most reasonable to schedule a meeting half an hour before the lunch break or before the end of the working day.

Hidden regulations for the end of the meeting will force participants not to be distracted by side issues, not to be verbose, and to keep track of time. Each manager himself decides how long the meeting will take. Most people think that one hour is enough for any meeting, but depending on the number of issues 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, and determine the rules for discussing each issue.

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

Completing the discussion of the issues raised at exactly the appointed time teaches people to quickly find the necessary solutions, disciplines them and, at the same time, allows them to plan their time, knowing exactly when the meeting will end.

The identified problems should be considered only as external restrictions, overcoming which is not enough to effective implementation meetings.

The deep-seated problems lie in the leader himself, his knowledge, experience, skill, proven leadership style and the presence of a clearly defined goal.

The fact is that the cost in material terms of some meetings turns out to be three times higher ( preparatory work, participants' salaries, overhead costs, travel expenses, lost time for round trip travel and the meeting itself) than the savings that may be obtained as a result of decisions made at them. When intending to hold a meeting, the manager must make sure that the expected costs at least do not exceed the expected benefits.

Time wasted at meetings is due not only to their unjustified duration, but also largely to the inability of the chairperson to start them on time.

Every employee can name many examples when meetings started 15-20 minutes later than the scheduled time. Everyone knows that you need to start on time, but there are always reasons to wait a little. The leader waits for everyone to arrive, indulging late participants.

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

So, senseless waste time due to the indiscipline of individual meeting participants must be stopped by the leader, and this requires only the determination to stop talking when the time has come for the meeting to begin. Those who were late the first and second time will be “exposed” and will find themselves in the minority, and the third time they will arrive on time or will find themselves without an invitation as unnecessary.

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

His skill, knowledge of human psychology, and the intricacies of management science are manifested in the ability to listen to the opinions and wishes of 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 work in such meetings are always obvious, but require subtle and skillful leadership, allowing meeting participants to assume roles that will facilitate, rather than hinder, decision making. Chizhikov V. M., Chizhikov V. V. Introduction to sociocultural management. - M.: MGUKI, 2003. - p. 282

Conclusion

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

Meeting and session 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 from each other 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 are narrowly professional meetings to resolve mainly organizational issues (for example, a meeting of the trade union committee, a meeting of the presidium, etc.).

Preparation of the meeting - life cycle meetings can be divided into the following stages:

Preparation;

Carrying out;

Execution control.

Each of the responsible persons 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, when 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 to the issue affects the interests of several structural divisions of the organization or company at the same time; thirdly, if in order to resolve the issue it is necessary to use the opinions of different groups of workers.

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

The purpose of meetings is to coordinate the efforts of employees, give and receive the necessary information, and 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 a meeting is determined by the precise choice of time and place. The time of day for the meeting should be based on the capabilities of potential participants.

The location of the meeting should not be far from the location of the main 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 labor of a manager. Electronic textbook.

2. Kabushkin N.I. Tourism management: Textbook. allowance. - Mn.: 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: UNITY-DANA, 2002. 271 p.

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

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