Meetings and Workshops
FINC3600 FINANCE IN PRACTICE
Meetings are an essential part of the business world…
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Introduction
Senior Manager
– of my time is spent in meetings
Middle Manager – 35% of my time is spent in meetings
… and an essential part of FINC3600 projects.
Each project has 9 hours of workshops over 3 weeks
Team Meetings
Each project requires ?? hours of team meetings over 4 weeks
Introduction
Project 1:
Corporate finance
Project 2:
Portfolio management
Most business meetings are unproductive.
Executives consider two thirds of meetings to be failures.
Almost half of workers said their biggest waste of time was attending meetings.
Meeting Issues
: Saving yourself from bad meetings.
Meeting Issues
Link: https://www.youtube.com/watch?v=F6Qo8IDsVNg
Chairing a meeting / workshop
▪ The Chair is the leader of the group and their role is to facilitate the consideration of issues and the making of decisions.
▪ It is not their role to make unilateral decisions, impose their will, or unduly influence the opinions of other board members.
▪ The aim of the Chair is to bring people together and to do this they need very good listening skills.
▪ Even if people’s opinions are different to theirs, a good Chair will encourage all team members to give their input and give them the opportunity to do so.
Chairing a Meeting
Belinda M is the Chancellor of The University of Sydney. She is also Chairman of Thales Australia Limited, a non-executive director of Qantas and a Fellow of the Institute of Chartered Accountants and the Institute of Company Directors.
She was previously Chairman of QBE Insurance Group, a director of Telstra, , Energy Australia, TAB, St Vincent’s Health Australia, , a non- executive director of AGL Energy and President of the NSW State Library Council.
Belinda is a champion for increasing opportunities for women in leadership positions and is a past president of Chief Executive Women, which comprises more than 400 of the country’s women leaders.
Chairing a meeting / workshop
Chairing a Meeting
End of the meeting
▪ It is probably worth getting feedback on how everyone felt the meeting went. People should give constructive feedback about what worked and what didn’t so you can improve the process at the next meeting.
▪ The Chair should thank people for their input.
▪ The way in which the Chair opens the meeting sets its tone.
▪ Start the workshop when it is due to start- don’t delay the meeting to wait for latecomers.
▪ Make sure everyone knows who everyone else is.
During the meeting
▪ In the Case Study, the Chair firstly needs to outline what needs to be achieved during the meeting / workshop, and gain agreement to that.
▪ Then, the Chair should identify the first topic of discussion and ask someone to summarise their ideas (We are now going to try and identify key issues from the pre-reading which affects the problem – Kim , do you have any comments about what you think is important?)
▪ Once this occurs, the Chair then encourages discussion on the subject before the group comes to a decision. A good Chair will not ‘lead’ the thoughts of board members, but will keep the discussion and debate flowing.
▪ The Chair will then summarise the thoughts of the group on that issue and seek consensus when reaching decisions.
▪ They should then keep the meeting moving and encourage quieter members to give their views (Let’s have a look at the model – Tom , do you have any comments about where to start?)The Chair should also ensure everyone is aware of the action points arising, and their own individual responsibilities in relation to them.
Additional tips for productive meetings.
Meeting Tips
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