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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... allows us to meet virtually (the subject of Chapter 8), these secondary aspects may become less important. There are many types of meetings, depending on the people, content, process, and purpose. Because a meeting is basically a ...
... allows and even encourages interaction. • You can answer questions. • You can ask questions. • You can discuss important issues and reach decisions as a group. • You can direct and coordinate the individual and joint efforts of your ...
... allow you and your employees to discuss important issues and reach decisions together, encourage your employees to develop their abilities to think critically, draw upon the experiences of your employees and others, help your employees ...
... allowing one bad meeting to be followed by another. That's because bad meetings usually lead to worse meetings, as shown in Figure 2-1. The result of this downward cycle is that everybody tends to develop a fatalistic attitude toward ...
... allowed is very unlikely. • It's more important to move forward than to resolve differences. • Sufficient time is allowed for discussion before voting, so members of the group are all equally informed on the issue and understand each ...
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 |