The Manager's Guide to Effective MeetingsMcGraw Hill Professional, 2002 M10 22 - 187 pages Now translated into 11 languages! This reader-friendly, icon-rich series is must reading for all managers at every level All managers, whether brand new to their positions or well established in the corporate heirarchy, can use a little "brushing up" now and then. The skills-based Briefcase Books series is filled with ideas and strategies to help managers become more capable, efficient, effective, and valuable to their corporations. The Manager's Guide to Effective Meetings is a hands-on guide to planning and conducting meetings that fellow professionals will want to attend. It provides techniques for keeping a meeting focused and on target, reveals latest tools for meeting "virtually," and more. This latest addition to the popular Briefcase Books series will prove invaluable to anyone who has to plan or conduct meetings, in any environment. |
From inside the book
Results 1-3 of 3
... contribute to the meeting. Even if you believe that “it's only words,” that what you call people at a meeting is just semantics, it's a no-lose situation to call them participants. ❏ People doodle, think about things they could be ...
... contribute hesitantly • because people get into conflicts over nothing—or they do nothing in order to avoid ... contributed without any recognition for their work Sometimes problems develop aftera meeting: • because the effort put into ...
... contribute to the best of his or her ability. frustrated by their coworkers. Collaboration can energize employees—or enervate and annoy them. Some employees may become apathetic and not take meetings seriously; they may miss meetings ...
Contents
1 | |
10 | |
Chapter 3 Starting the Meeting | 42 |
Chapter 4 Conducting the Meeting | 62 |
Chapter 5 Closing the Meeting and Following Up | 89 |
Chapter 6 Techniques and Tools | 111 |
Chapter 7 UhOh Now What? Problems and Possibilities | 135 |
Chapter 8 Technological Tools and Meeting Virtually | 158 |
Index | 179 |