Rabu, 22 Maret 2017

COMMUNICATION BUSINESS



BUSINESS COMMUNICATION

1.      What are the purposes of a meeting?

Ø  There are some purposes of meeting, such as :
a.      To sort out any conflicts.
b.      To negotiate a contract or agreement, or matters to do with it.
c.       To deal with a current problem within the group or within the business or organization.
d.      To receive a report for assessment and review.
e.      To supply information to those present or to canvas views of those present on the particular matter at hand.



1.      What are the types of meeting?

·         Meeting Type 1: Status Update Meetings

  
Status update meetings is one of the most common meeting types. This category includes regular team and project meetings, where the primary goal is to align the team via updates on progress, challenges, and next steps. Commonly found group activities in these kinds of meetings are problem solving, decision making, prioritization, and task assignment.

·         Meeting Type 2: Information Sharing Meetings


 


Presentations,  panel debates, keynotes, and lectures are all examples of information sharing meetings. The primary goal of these meeting is for the speakers to share information with the attendees. This could be information about things like upcoming changes, new products and techniques, or in depth knowledge of a domain. Visual communication tools, like slides and videos, are powerful tools for making the shared information more memorable.

At information sharing meetings the attendees have historically been passive listeners. With new technologies like MeetingSift they can use their smart devices to go from passive spectators to active participants, making the meeting more engaging and enjoyable for all.

 

Meeting Type 3: Decision Making Meetings


The vast majority of business decisions are made by groups in meetings. While small decisions are made in all kinds of meetings, the more important decisions often get their own dedicated meetings. There are different types of group decision making processes, and care should be taken to choose a process that best matches the situation. A decision making process can include group processes like information gathering and sharing, brainstorming solutions, evaluating options, ranking preferences, and voting.

Meeting Type 4: Problem Solving Meetings

Problem solving meetings are perhaps the most complex and varied type of meetings. Whether the meeting is addressing an identified problem, or it is focusing on creating strategies and plans to navigate the future, there are a rich arsenal of group processes that can be used. Scopes and priorities need to be defined, opportunities and threats need to be identified, and possible solutions should be brainstormed, evaluated, and agreed upon.

·         Meeting Type 5: Innovation Meetings


Innovation meetings and creative meetings often start with thinking outside the box, by brainstorming, associating, and sharing ideas in a broad scope. Meeting participants can then use various techniques and processes to reduce the diverse pool of ideas to a more focused short list. Through ranking, evaluations, and decision making the most suitable idea, or ideas, are identified, and recommendations and tasks can be assigned based on this

 Meeting Type 6: Team Building Meetings


   A contribute to team building, strengthening relationships and corporate culture. However, now and then team building activities should be the main focus for a meeting. This category include meetings like include all-hands meetings, kick-off meetings, team building outings, and corporate events. Have participants feel like essential parts of their unit, team, department, branch, and company has all kinds of positive impact on their engagement, performance, and satisfaction.


http://meetingsift.com/the-six-types-of-meetings/
 



1.      What makes a good meeting?

In a good meeting, participants' ideas are heard, decisions are made through group discussion and with reasonable speed, and activities are focused on desired results. Good meetings help generate enthusiasm for a project, build skills for future projects, and provide participants with techniques that may benefit them in their future careers.

Good meetings require good leaders and good participants. A good leader understands the purpose of a meeting, makes sure that all participants understand this purpose, helps keep the discussion on track, works with participants to carry out the business of the meeting in the time allotted, and tries to ensure that everyone is involved appropriately in discussions. These responsibilities often require a leader to distribute an agenda and other written materials prior to a meeting.

Good participants come to a meeting prepared for the business at hand—with reports ready, concerns over key issues thought out, and questions about key issues organized. They also bring to the table their best listening skills and group manners. These participants, for example, take turns talking, stay on the point of discussion, and help to move decisions forward.




here are some steps to make a good meeting :

Consider your desired outcome.
Before you reserve a room and send out invitations, take a few moments to consider why you want to call your meeting in the first place. Who should be present? What outcomes do you expect as a result of the meeting? What impact do you hope to have? As with any tool, meetings yield desirable results only when their limitations are taken into consideration.

Create an agenda.
Once you clearly understand the reasons for your meeting and your intended outcomes, create an agenda. Clear agendas drive successful meetings. The agenda not only tells people what to expect, it outlines topics of discussion, sets the context and scope, lists key issues, and states desired objectives.

Identify and invite key participants.
Identify key people you need in the meeting. Include anyone you believe will help you get the information and results you need-;no more and no less. This list is easier to compose once you have an agenda completed. Avoid excluding knowledgeable people based on politics. Include any people, groups, or departments that you're certain will be affected by your meeting. Have a plan for distributing your results to those who were present--and also to anyone invited but unable to attend.

Present the issues and stay focused on the goal.
Begin and end your meeting on time. Make sure you have any tools, data, and reports you need readily available before your meeting starts and put it in the meeting space in advance. Don't waste meeting time hooking up equipment, checking connections, or looking for files on your laptop if these tasks can be completed earlier.

Wrap-up the meeting.
Once the agenda has been covered, or your allotted time is up, wrap up the meeting. Avoid the urge to continue by addressing any new issues that may come up. The wrap-up officially closes the meeting. It confirms, clarifies, and recaps what was discussed--and everyone's understanding of the situation or goals.






2.      What are the characteristic of successful meeting?

Characteristics of a good meeting

·         The "atmosphere," which can be sensed in a few minutes of observation tends to be informal, comfortable, and relaxed.  There are no obvious tensions.  It is a working atmosphere in which people are involved and interested.  There are no signs of bore­dom.

·         There is a lot of discussion in which virtually everyone participates, but it remains pertinent to the task of the group.  If the discussion gets off the subject, someone will bring it back in short order.

·         The task or the objective of the group is well understood and accepted by the mem­bers.  There will have been free discussion of the objective at some point until it was formulated in such a way that the members of the group could commit themselves to it.
 
·         The members listen to each other!  The discussion does not have the quality of jumping from one idea to another unrelated one.  Every idea is given a hearing.  People do not appear to be afraid of being foolish by putting forth a creative thought even if it seems fairly extreme. 

·         There is disagreement.  The group is comfortable with this and shows no signs of having to avoid conflict or to keep everything on a plane of sweetness and light.  Disagreements are not suppressed or overridden by premature group action.  The reasons are carefully examined, and the group seeks to resolve them rather than to dominate the dissenter.

·         Most decisions are reached by a kind of consensus in which it is clear that everybody is in general agreement and willing to go along.  However, there is little tendency for individuals who oppose the action to keep their opposition private and thus let an ap­parent consensus mask real disagreement.  Formal voting is at a minimum; the group does not accept a simple majority as a proper basis for action.

·         Criticism is frequent, frank, and relatively comfortable.  There is little evidence of personal attack, either openly or in a hidden fashion.  The criticism has a construc­tive flavor in that it is oriented toward removing an obstacle that faces the group and prevents it from getting the job done. 

·         People are free in expressing their feelings as well as their ideas both on the problem and on the group's operation.  There is little pussyfooting, there are few "hidden agendas".  Everybody appears to know quite well how everybody else feels about any matter under discussion.


·         When action is taken, clear assignments are made and accepted.

·         The chairman of the group does not dominate it, nor on the contrary, does the group defer unduly to him.  In fact, as one observes the activity, it is clear that the leader­ship shifts from time to time, depending on the circumstances.  Different members, because of their knowledge or experience, are in a position at various times to act as "resources" for the group.  The members utilize them in this fashion and they occupy leadership roles while they are thus being used.

·         There is little evidence of a struggle for power as the group operates.  The issue is not who controls but how to get the job done.

·         The group is self-conscious about its own operations.  Frequently, it will stop to ex­amine how well it is doing or what may be interfering with its operation.  The prob­lem may be a matter of procedure, or it may be an individual whose behavior is inter­fering with the accomplishments of the group's objectives.  Whatever it is, it gets open discussion until a solution is found. 

rastahl.fatcow.com/Characteristics%20of%20a%20Good%20Meeting.doc
 

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