The Manager's Guide to Effective MeetingsMcGraw Hill Professional, 22/10/2002 - 187 páginas 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. |
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... action • because nobody knows who's responsible for doing what • because the participants leave feeling disappointed or frustrated about something that could have gone better • because participants have contributed without any ...
... action—is perhaps the most critical asset in any career.... Most professionals have had no real training in devising and managing an effective meeting; in fact, most professionals do not recognize the enormous impact their meetings have ...
... action points. Go Solo or as a Team As you start planning for a meeting, there's a decision to make: do you go it alone or do you involve others? Many managers prepare for meetings alone, primarily because it's easier—especially if they ...
... action This warning may be too categorical, since progress reports, informational meetings, and planning meetings can be valuable, even vital. Just don't let them become routine. ing. A talking head is not a meeting. • If. The Manager's ...
... action”—to make a decision and commit to taking action Another way to think about these dynamics is in terms of three stages: • Open • Narrow • Close Your approach should be appropriate to your “conversation” and your purposes and goals ...
Índice
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 |