BSBTWK503

Manage Meetings

Assessment Task 1

Student Name Harpinder Singh Kler Student ID Number

Unit Start Date Unit End Date

Assessment Due Date Date Submitted

1. Complete the table by providing an explanation of each of the following meeting

terminology.
Agenda The agenda is the version of the meeting plan shared with meeting
attendees. A meeting agenda may include a list of topics to discuss, a
sequence of planned activities, or both. The simplest agendas are
formatted as a short-bulleted list. More complicated agendas may
include detailed topic descriptions, including the expected outcomes for
each item and reference material, such as reports and proposals for
review prior to the meeting.

Chair The chair (also chairperson, chairwoman or chairman) is the highest

elected officer of an organized group such as a board, a committee, or a
deliberative assembly. In formal meetings, the chair is responsible for
driving the meeting content. The chair leads preparation of the meeting
agenda, opens the meeting, and works to keep the conversation focused,
engaging, and balanced.

Quorum Quorum is a calculation of the minimum percentage of members who

must be present at the meeting before business can be legally
transacted. Formal meetings, such as board meetings and public
meetings, must have a set percentage of members in attendance before
they can conduct any official business. This is one reason groups take
attendance at the beginning of a meeting.

Proxy A proxy is a representative that has been designated to vote on someone

else's behalf in a meeting. The representative may be a member of the
same voting body or external.

Minutes Meeting Minutes, or informally, notes, are the record of a meeting in

written form. They typically describe the events of the meeting and may
include an agenda, a list of attendees and no shows, a listing of issues
and decisions made, and an action list with due dates and responsible
parties. In formal meetings, the minutes become official after review and
a vote at the next meeting.

Motion A motion is a formal proposal put to a group for a decision by vote in a

meeting. Meetings that use Robert's Rules of Order or another
parliamentary process make official decisions using motions. The
outcome of a motion gets recorded as an official decision in the meeting
minutes. 

Actions

An action is a task which should be completed by one of the meeting

participants as a result of meeting discussions. To properly record
action items, you will need to record
  what needs to be done
 who is responsible?
 when the task needs to be done

Apologies Apologies are notifications from meeting participants indicating that they

are unable to attend the meeting.

2. Outline a meeting structure for a formal meeting.

 First, define the work of the team. Exclude topics where one person has clear accountability
and can proceed without input. Instead, focus on the items where the team’s input will
change the trajectory of the work.
 Second, parse the items into different categories so meetings can be tailored to the
content. Meetings become ineffective when they combine different types of discussions,
because we aren’t good at changing the pace or tenor of a conversation once it starts. Make
things easier by splitting discussions into categories.
 Third, determine the frequency with which you need to discuss each category. The short
time horizon topics (e.g., revising projections for the coming month) need to happen
frequently. Less urgent topics and can be discussed less frequently.
 Fourth, set the length of the different meetings. Each type of meeting needs a very
different feel. A regular operational meeting needs to be crisp and therefore as short as
possible. Strategic meetings need more time because the topics require space for people to
explore and dissent.
 Fifth, plan for overflow. If I could choose one meeting effectiveness tip that would make
almost all teams more efficient it would be to schedule a regular overflow spot on the
calendar.

3. Outline a meeting structure for an informal meeting.

An informal meeting agenda is a meeting agenda that is far less regulated and planned than
a formal business meeting, and hence lacks many of the defining features of a formal
business meeting agenda. Informal meetings usually take place in casual settings, such as a
coffee shop, at once of the participant’s desk, or a restaurant rather than take place in a
boardroom. An informal meeting is like a coach having a quick and opportune chat with their
team during the non-playing period about diverse issues that may or may not directly relate
to the sport but is well relevant to the team or the coach.

4. Outline three (3) of the key arrangements that need to be made for a meeting.

Location – Where the meeting will be held.

Participants and Equipment – Who will be invited to attend the meeting. Are any pieces of
specialist equipment needed at all as part of the meeting?
 Agenda – It is important that you organize the agenda before the meeting, in order to
ensure that the meeting has appropriate structure.

5. Outline two (2) responsibilities of a chairperson prior to a meeting.

 Ability to Chair Meetings: Meetings for Boards of Directors are infrequent, but the
decisions made during those meetings have long-lasting effects on the organization’s
future success. Because of that, managing those meetings effectively is critical. A
good Chairperson must ensure that all business discussions fall in line with the
meeting’s agenda, that every member’s voice is heard and discussed, that clear
decisions are reached and unanimously accepted, and that they follow up on those
agreements to make sure actions are carried out in line with the board’s decisions. 
 Understanding the Business: Any good Chairperson should have an exceptional
understanding of the business, its culture both on a wide and small scale, and
thoroughly know the people and processes that make up the organization. They
should also understand the wider industry and be able to prepare the company and
board for all eventualities. When a chairperson is experienced, they can quickly
identify opportunities and potential risks that face the organization and can engage
with their boards early on to discuss potential courses of action and solutions should
those situations arise.  

6. Describe three (3) important aspects of a chairperson’s job during a meeting.

Organization Management

The chairperson runs the committee or board of directors as a united decision-

making body. They enforce appropriate procedures and policies, and sometimes
may be empowered to introduce new ones as the need fits. Different organizations
will assign different powers to the chairperson. Variably, chairpersons may appoint
staff, make financial decisions, make recommendations to a board of directors,
submit reports, or otherwise act as a facilitator for the organization.

Staff Support

The chairperson will report to the higher authority within the organization, such as
the president or CEO. They are in the direct line of command within this organization
and are charged with enforcing policies handed down to them.

Representation

The chairperson may be called on to act as the public face of the organization. In the
case of a press meeting, the chairperson will be the one delivering the reports,
findings, or other actions of a committee to the public. They might be called on to
give speeches at events, where they report on the progress of their committee or
board.

7. Briefly explain why it is important for a chairperson to monitor the participation of

all those involved in a meeting.
 The chairperson is responsible for setting the agenda of the meeting and ensuring that the
participants stick to this agenda. The chairperson must also make sure that participants obey
the conventions of the meeting. They must make sure that all of the participants of the
meeting are treated fairly and equally. The chairperson of the meeting should be involved at
all stages of the process, from planning through to follow-up. They may have assistance from
other people at times (e.g., finalising plans) but they have the ultimate responsibility for
things like confirming the agenda and approving the minutes.

8. In relation to group dynamics, explain how, in the role of a chairperson, you would
manage the following situations:

 when someone is dominating the meeting:

I will manage by Giving verbal pats on the back typically encourages the person to
keep talking and explaining. (Examples: “That’s an intriguing idea. Others?” “Good
idea.” “I like that.” “That could work.”) Withholding such pats  can extinguish the
dominator’s input. If someone continues a dialogue long after it should have ended,
chances are great that’s because the dominator feels compelled to have “the last
word.” So let him. I will give eye contact, a smile, a nod, or an open palm. Then turn
to someone else for another contribution on the topic.

 when someone is too shy to contribute to a meeting

As part of my one-on-ones, also strive to understand why the shy team

members are apprehensive of certain social situations. For example, does a
higher-up intimidate them because they’re not sure how to spark
conversation with someone in such a lofty position? Or do they feel self-
conscious about speaking in front of large groups out of fear of criticism?
Research shows that social situations can trigger anxiety in the brains of shy
people, handicapping the areas associated with problem solving, language,
and memory especially when it’s in response to unfamiliar information or
people.

 when two people are having a private conversation within the meeting.

I will Focus on the behaviour, not the person. And will Stay in the realm of neutral
enforcers such as ground rules, rather than attacking individuals. For example, bring
up the "stay on agenda" ground rules for ramblers, bores and other timewasters.
When two or more people engage in a side discussion, remind them of the "one
meeting" ground rule. Suggest that their discussion be shared with the entire group,
or continued privately at the break. A more drastic approach is to separate people,
a la grade school. This can be done in a subtle way, such as breaking into smaller
groups for discussion.
9. Explain group dynamics, including how these are important in relation to
conducting meetings.

Group dynamics refer to the adjustive changes that take place in the group structure as a
result of changes in any part of it. As Kurt Lewin puts it, “a change in a part brings change
throughout the entire system analogous to the change witnessed in an electrical or magnetic
field.” The adjustive changes may take place in the process of interpersonal behaviour or
intergroup behaviour. Interpersonal behaviour is governed by interpersonal needs. What a
member wants to contribute, what he can contribute to the group cause and the extent to
which he will interact with the other members of the group will depend upon factors such as
his physique, mental abilities and intelligence, aptitude, interest and personality.
Intergroup behaviour consists of interactions between the various groups and depends upon
factors like the knowledge of the task, objectives and interdependence. When the groups
know their job and the objectives behind it, they are likely to perform better.

10. As a chairperson, you need to be aware of the different roles that may be present during a
meeting. Provide a definition for each role listed below.

Role Definition

Initiator Suggesting an action a task or goal as the meeting is getting

started, or when the meeting is at a lull and needs a kick-start.
Clarifier Checking whether participants need increased understanding
of a particular matter or presentation
Dominator Asking too many questions (out of balance with the general
flow of the meeting) and/or are simply long-winded at the
microphone.
Degrader Attacking other participants or their point of views. Creating
tension, dissolving trust and the willingness to work together.
Distractor Having side conversations that not only disrupt the meeting for
others, but also remove the distracters from active
participation with the group.
Supporter Often expressed via supportive comments, like Mary, that an
excellent idea, or i see that marketing and sales agree on at
least three of the four points under discussion that can ease
tension
Gate keeper Someone who can jump in if anyone is monopolizing the
conversation, or if someone is too timid to speak up and needs
a nudge. It may be that the meetings ground rules, or at least
the pertinent ones for the problem at hand, need to be
restated.
11. Describe two ways (2) of conducting meetings

1. Establishing ground rules: participants need to know what type of meeting this is. The
rules, formalities, procedures, etc. Is the meeting formal, informal, a brainstorming session
or just an update meeting? Is it expecting members to report progress, present new
initiatives, just listen or are they to debate? Ground rules cultivate the basic ingredients and
set the stage.

2. Setting objectives and the agenda: to meet plans, we need to plan our meetings. The
more concrete our meeting objectives, the more focused our agenda will be. The more
prepared the participants are the more meaningful a discussion can be held. Think of what
overall outcome want from the meeting and give all participants something to prepare for
the meeting.

12. Describe three (3) advantages of face-to-face meetings.

 Can get more accomplished in a shorter timeframe: meeting face-to-face
eliminates the back and forth we experience when communicating via email or
other electronic means. People get distracted, they don’t respond quickly, or they
tune out completely, adding to our timelines and creating a bottleneck of
inefficiency. When we meet up in person, it’s easy to get right down to business,
address the issues, and make decisions in a timely manner. Now that’s progress!
 The emotional component: it’s easier to make a meaningful and emotional
connection with another person if meeting face-to-face. Whether this means
sharing a laugh, infusing our team with the passion we feel on a topic or simply
having a better grasp of the gravitas of a situation, in-person meetings create an
important emotional connection. Arguably, this is key to influencing others and the
best way to ensure we get the results we want.
 Relationship building: a business relationship will never be as strong as it could be if
we have only met in the virtual realm. Successful businesses are built on
relationships. Lasting relationships are built on strong foundations. To foster a solid
foundation of trust, opt for more face-to-face meetings, at least at the outset.

13. Describe three (3) advantages of virtual meetings.

 More cost-effective: when we start to look up the cost of travel, venues and time,
meeting physically in a mutual location starts to add up. With virtual meetings, all of
that is removed. There is no commute, no planning, no lost hours of work, it is easy
to add in other colleagues at a moment’s notice and once the meeting is over, you
and our team can effortlessly return to our daily duties. And we never have to book
a room in competition with everyone else in the company!

 Worldly connection: the thing about virtual meetings is that attendees can come
from anywhere. Provided they can make the scheduled time, with distance being no
obstacle, it can allow participants to join from all over the world. What else can
foster such an intense feeling of inclusivity within an organization?

 Broader information sharing: following on from the above, having such a varied list
of attendees also allows for a diverse range of opinions and sharing of information.
 Being easily able to open the meeting to the wider audience means we can invite
opinions from across our business, providing insight and expertise that we may not
have had access to in a traditional meeting.

14. Describe the use of webcams for meetings, including a brief description of how to use
video conferencing software and common features.
Webcam meetings allow users to meet face-to-face even when separated by an
ocean. These convenient, eco-friendly video chats serve as a more personal
alternative to audio-only calls, whether made for business or pleasure. Meeting via
webcam saves money on airfares and long-distance fees. The process of setting up a
video chat varies depending on the software you're using, but a few basic principles
apply across applications.

Video conferencing software is a tool used by two parties to communicate via video
and audio using an Internet connection. It enables the parties to initiate and conduct
live conferences and remote meetings by transmitting audio, video, and text. This
type of software has grown in popularity not only among individuals but businesses
as well, and also includes auxiliary features like file sharing, electronic whiteboards
and file transfer.

15. List three (3) different applications you can use to communicate with someone using web
conferencing.
1. Google hangouts: If you have a Google account, you have access to Google
Hangouts. For free Gmail and G Suite Basic customers, Google Hangouts
allows for up to 10 people to chat in a video call. The service also supports
simultaneous voice chat and allows participants to join a conference via
email or a shareable link.

2. Cisco Webex: CISCO is a name usually associated with pricey Enterprise

products, generally beyond the reach of free users. Webex is the company’s
web conferencing solution, and it comes with a robust free option for those
looking for a barebones video conferencing solution.

3. Skype: Skype is a popular VoIP app that most users will have heard of by
now. It’s suitable for video conferencing for small teams of up to 50 people
(including the host), free of charge. The company rolled out the expanded
video calling feature in April 2019, improving on the previous limit of 25.

16. Explain the purpose of an agenda and identify five (5) items that should be included in an
agenda.
An agenda is used in business meetings to outline the main topics that will be
addressed and to keep it on track. Agendas are also often used as a personal tool to
keep track of events, responsibilities and deadlines in the future. There are three
main components of a general meeting agenda. The first aim is to outline the most
important issues that will be discussed so that members can prepare ahead of time.
The second component is to let members know the minimum amount of
information they must know ahead of time. Finally, an agenda also contains a goal of
what the meeting should accomplish.
 Five items that should be included in an agenda.

 The name of the meeting should be included on every meeting agenda.

 The time and date of the meeting.
 Specific items on the agenda.
 There is an amount of time for each agenda item.
 There is a name next to each agenda item.

17. Explain the purpose of meeting minutes and list five (5) items that should be included in
meeting minutes.
Taking meeting minutes is important for both historical record-keeping and as a
reference for guests who couldn’t attend. Despite the nomenclature, meeting
minutes don’t have anything to do with actual minutes — meeting minutes are just
about documenting the key decisions that were made and what’s to come next as a
result.

Five items in meeting minutes need to include:

 Time, date, and location of meeting

 Meeting attendees (both present and absent listed)
 Agenda items covered
 Decisions made during the meeting
 Status of open action items

18. Explain the difference between informal meeting minutes and formal meeting minutes.
Formal meeting minutes: formal meeting minutes are traditional minutes written for large
groups and legislative bodies. The following items are generally included in the order shown:

 Name of group, date, time, place, name of the meeting

 Names of people present; names of absentees, if suitable
 The recognition of the minutes of the last meeting
 Old business, new business, announcements, reports
 Name and signature of individual taking minutes.

Informal meeting minutes: might be written for little organizations, committees, or sub-
committees. These minutes are generally shorter and easier to read than formal minutes.
Informal minutes place less emphasis on the conventions of reporting and do not attempt to
record the accurate wording of individual statements. As an alternative, informal minutes
focus on the following:

 Summaries of significant discussions

 Decisions reached by the group.
 Items on which accomplishment will be taken, including people dependable and due
dates.

19. Access the Corporations Act 2001 from the Internet and identify the information from the
Act that relates to notices of meetings. Now answer the following questions:
 a) To whom must a notice of meeting be provided?
Written notice of a meeting of a company's members must be given individually to
each member entitled to vote at the meeting and to each director. Notice need only
be given to 1 member of a joint membership. Notice to joint members must be given
to the joint member named first in the register of members.

b) How must the notice of the meeting be provided? Indicate at least two (2) ways.
 lodging their AGM notice, proxy form, and any other accompanying
documents with the ASX at the same time they are sent to shareholders
 notifying ASX of the date of the AGM at least five business days before the
closing date for receipt of director nominations

20. Identify two (2) organizational policies and procedures relevant to conducting meetings.
Legal Requirements – These are policies and procedures which are required from some
organizations by law. An agenda, a chairperson and formal minutes of the meeting are legal
requirements in many places, and consider good business practice in others. In many
countries, an agenda and minutes of the meeting must be stored indefinitely.

Organizational Requirements – these requirements are not formally required by law, but
may have been introduced to increase transparency, protect the shareholders or to ensure
that employees can operate in a safe workplace, which is free from health hazards or
prejudices.

Policies and procedures for meetings are designed to represent the interests of those who
attend the meeting as well as those who are not at the meeting, such as shareholders and
the general public. In some areas, there are formal policies and procedures, which are legal
requirements and are designed to ensure that all formal meetings are transparent and the
participants are accountable.