Planning and Structuring
People attend meetings for a wide variety of reasons, including work, personal interests and leisure activities.
Most people will have to participate in meetings at some point in their lives, and many people do so on a regular basis.
Meetings can take place at work, within an organisation, a sports group, a Parent Teachers Association, church group or one of a myriad of other committees.
This page examines how meetings are structured in a formal situation. It explores how good preparation and an effective chairperson may contribute to the success of a meeting, giving a sense of direction or purpose.
Some meetings leave the participants feeling they have wasted their time as little has been achieved and this can be due to many reasons. This page looks at the reasons why meetings may be less successful and provides help and advice to enable you to get the most out of the meetings you're involved with.
What is a Meeting?
For the purposes of this page, a meeting is the coming together of three or more people who share common aims and objectives, and who through the use of verbal and written communication contribute to the objectives being achieved.
The Purpose of Meetings
Meetings are an important organisational tool as they can be used to:
- Pool and develop ideas
- Solve problems
- Make decisions
- Create and develop understanding
- Encourage enthusiasm and initiative
- Provide a sense of direction
- Create a common purpose
While meetings may differ in size, content and approach, effective meetings all have the following three elements in common:
- A distinctive purpose or aim
- Use of effective communication
- A controlled situation
Components of Meetings
A meeting can be divided into the following three main components:
- Content is the knowledge, information, experience, expertise, opinions, ideas, attitudes and expectations that each individual brings to a meeting.
- Interaction is the way in which the participants work together to deal with the content of a meeting. This includes the feelings, attitudes and expectations of the participants which have a direct bearing on co-operation, listening, participation and trust.
- Structure is the way in which both the information and the participants are organised to achieve the purpose/objectives of the meeting.
Types of Meetings
There are many different types of meetings; here we focus on those used to:
- Solve problems
- Make decisions
These are the most straightforward meetings where one member, usually the chairperson, has factual information or a decision which affects all those present, which he/she wishes to communicate. Such meetings tend to be formal as their aims are to give the members a real understanding and to discuss any implications or how to put such information to best use.
These are meetings used to discuss a specific policy or innovation and can be used to get participants' views of such a policy or idea. An example could be:
- Review a current policy
- State its deficiencies
- Suggest change
- Stress the advantages of such change
- Admit any weaknesses
- Invite comments
Problem Solving Meetings
These meetings are dependent upon the chairperson describing the problem as clearly as possible. Members should be selected according to their experience, expertise or interest and then given as much information as possible to enable them to generate ideas, offer advice and reach conclusions. (See also:Problem Solving)
Decision Making Meetings
These types of meetings tend to follow an established method of procedure:
- Description of the problem
- Analysis of the problem
- Draw out ideas
- Decide which is best
- Reach conclusions
(See also: Decision Making)
Many organisations, clubs and societies hold regular meetings to enable members to report and discuss progress and work in hand, to deliberate current and future planning. Such meetings can contain elements of each of the four above examples.
Planning and Preparation for a Meeting
Of prime importance for the success of any meeting is the attitude and leadership of the chairperson. In a meeting, the chairperson is the leader and, as such, has to perform the same function as the leader of any working group.
For a meeting to be effective, the chairperson has to:
- Plan, organise and control the discussion of subjects on the agenda.
- Maintain the group by encouraging and developing harmonious relationships.
- Motivate the individuals by encouraging all to contribute, rewarding their efforts and supporting them in any difficulties.
Before any meeting, the chairperson should ask and resolve the following questions:
- What is the purpose of the meeting?
- Is a meeting appropriate?
- How should the meeting be planned?
- Who should attend the meeting?
- What preparation is required for the meeting?
What is the Purpose of the Meeting?
All meetings must have a purpose or aim and the chairperson must ask questions, questions as:
- What is to be achieved by this meeting?
- Is advice required on a particular issue?
- Has a problem arisen that needs prompt discussion?
- Is this a regular meeting to keep members 'in touch'?
Is a Meeting Appropriate?
The chairperson should always consider whether a meeting is necessary or if some other means of communication is more appropriate,for example memos or emails targeted to individuals inviting comment. Unnecessary meetings may waste time, lead to frustration and negativity and may lower motivation to participate in future meetings.
How Should the Meeting be Planned?
This will very much depend on the type of meeting to be held. There should be some rationale behind every meeting, no matter how low-level or informal, and this will largely dictate the content and indicate how planning should proceed.
Who Will Attend the Meeting?
This is often decided by the nature of the meeting itself. In a small organisation, a meeting could well include all members of staff, whereas a working party or committee meeting will already have its members pre-determined. In a large organisation or department, staff attending might well be representing others. It is important that the full implications of such representation are realised by the individuals concerned as they are not merely speaking for themselves. Meetings outside the workplace may include members of the board of directors or other interested parties.
What Preparations are Needed for the Meeting?
If maximum contribution is to be forthcoming from all participants, the purpose of the meeting should be recognised by all. The most tangible expression of this is the agenda which should be circulated beforehand to all those invited to the meeting. The agenda should:
- Give the time and place of the meeting.
- List the topics to be covered, indicating who will introduce them.
- Have any relevant papers attached.
- Give the time the meeting will close.
The Agenda: This is the outline plan for the meeting. In most formal meetings it is drawn up by the secretary in consultation with the chairperson. The secretary must circulate the agenda well in advance of the meeting, including any accompanying papers. The secretary also requests items for inclusion in the agenda.
Regular meetings often start with the minutes from the last meeting followed by 'matters arising' which forms a link with what has happened in the previous meeting. Most meetings conclude with 'any other business' (AOB) which gives everyone the opportunity for any genuine last minute items to be raised; though more formal meetings may have AOB items listed on the agenda.
An example of an agenda might be:
- Apologies for absence.
- Minutes of last meeting.
- Matters arising (from minutes of last meeting).
- Item 1 -Training & Development.
- Item 2 - Report on Funding.
- Item 3 - Finance & Equipment.
- A.O.B. (Any Other Business).
- Time and date of next meeting.
There can, of course, be more items on the agenda. You can find out more on our page: Agenda Setting.