附註:Includes index.
Copyright; Contents; Preface; Chapter 1 Meetings: The Best of Times and the Worst of Times; The Worst (of) Meetings; The Impact of Bad Meetings; Bad Meetings Are Bad for You; Bad Meetings Are Bad for Your People; Bad Meetings Are Bad for the Organization; Bad Meetings Are Bad for Your Career; The Best (of) Meetings; Make a Difference; Manager's Checklist for Chapter 1; Chapter 2 Preparing for a Meeting; Develop the Agenda; Go Solo or as a Team; Determine Your Purpose; Is a Meeting the Best Way?; Set Your Goals; Decide on Your Methods; Deciding on Decisions; Put It on the Agenda; Allocate Time.
Sequence the ItemsWho Should Meet?; Prepare the People; What's the People Price?; When and Where Should You Meet?; When Should You Meet?; Where Should You Meet?; Get the Agenda Out and About; Finalize and Distribute the Agenda; Prepare Materials; Just in Case; Manager's Checklist for Chapter 2; Chapter 3 Starting the Meeting; 3, 2, 1 ... Start!; Warm up the Team; Set the Tone; Establish the Ground Rules; Developing Ground Rules; Working with the Rules; Assign Roles; Facilitator; Scribe; Timekeeper; Note-Taker; To Intervene or Not to Intervene?; Manager's Checklist for Chapter 3.
Chapter 4 Conducting the MeetingFollow the Agenda; Tangents; Delays; Set and Maintain an Appropriate Pace; Share Information; Conduct Discussion; To Discuss or Not to Discuss?; Open the Discussion; Manage Participation; Keep the Discussion Focused and Progressing; It Takes All Kinds: Group Dynamics; Close the Discussion; Get a Decision; Types of Decisions; Check the Decision; Plan Action and Make Assignments; Manager's Checklist for Chapter 4; Chapter 5 Closing the Meeting and Following Up; Final Matters; End on Time; Summarize the Main Points, Decisions, Actions, and Assignments.
Sketch the Agenda for the Next Meeting -if AnyExpress Appreciation; Evaluate the Meeting; By the Participants, Unwritten; By the Participants, in Writing ; Role Players; General Guidelines; Write and Distribute the Minutes; Write 'Em Right; Get Out the Word; File the Agenda, the Minutes, and Other Key Documents; Work the Assignments; Communicate, Communicate, Communicate; Improve Your Meetings; Manager's Checklist for Chapter 5; Chapter 6 Techniques and Tools; Identify the Cause(s) of a Problem; Repetitive Why Analysis; Cause-and-Effect Analysis; Generate Ideas; Brainstorming; Mind-Mapping.
Displayed ThinkingOrganize, Analyze, and Prioritize Ideas; Affinity Diagram; PMI; Six Thinking Hats; Effort-Impact Matrix; Make Choices Involving Multiple Factors; Paired Comparison Analysis; Grid Analysis; Multivoting; Nominal Group Technique; Implementing the Decision; Force Field Analysis; Manager's Checklist for Chapter 6; Chapter 7 Uh-Oh ... Now What? Problems and Possibilities; An Ounce of Prevention; Better Than Any Suggestions; Getting Started; Late Arrivals and No-Shows ; Group Interaction; Confusion; Weak Participation; Too Much Talk, Not Enough Action; Conversations on the Side.
摘要:This book contains techniques for turning each meeting into an open exchange of ideas - and a value-adding asset, for your organisation meetings can either be the bane of employee life or they can help facilitate the cooperation needed to efficiently and effectively work together. The book shows you how to plan and conduct meetings that involve each participant, promote a strong sense of community and, most importantly, drive your organisation forward. The book offers tips on how to begin each meeting with purpose - and end it with accomplishment; head off time-wasting interpersonal conflicts and turf battles and learn how to use technology to hold 'virtual' meetings. The offers definitions of leadership strategies for improving meeting participation; how-to hints for creating results-focused collaboration; advice for avoiding common meeting errors and missteps; warning signs for seeing - and heading off - potential meeting disasters; stories and insights from the experiences of others; and steps for the implementation of proven procedures and tactics.
