Unit 14 meetings

Task 1 Read the text and translate it.

Business people spend quite a lot of time in meetings, and meetings come in all shapes and sizes, ranging from formal committee meeting to informal one-to-one meetings.

There are several reasons why meetings are held:

• reaching decisions in а meeting means that all the participants can feel more committed to the decision;

• more information is available;

• different and unexpected ideas can be contributed;

• meetings can lead to more imaginative and informed decisions – often more courageous decisions than one person might feel brave enough to make.

• Some of the drawbacks of meetings are:

• more time is required than if one person made the decisions;

• there's more talk (and this is sometimes irrelevant and repetitive);

• there's more group pressure.

The larger the meeting, the longer it may take to reach a decision. There seem to be ideal sizes for meetings, depending on the purpose. A meeting where information is being given to people can be quite large, because there is not likely to be much discussion, and questions may be asked by a few individuals on everyone else's behalf.

The way a committee operates often depends on the chairperson: he or she may control the proceedings very strictly, or let everyone speak whenever they want. An effective chairperson should be flexible. In some committee meetings the members have to take a vote before a decision can be made: formal proposals or 'motions' may have to be tabled, seconded and discussed before a vote can be taken. Other meetings may require a consensus of the members: everyone agrees with the decision – or at least no one disagrees.

Most meetings have an agenda. For a formal meeting, this document is usually circulated in advance to all participants. For an informal meeting, the agenda may be simply a list of the points that have to be dealt with. The purpose of an agenda is to speed up the meeting and keep everyone to the point. The agenda for a formal meeting must be organized in logical order. Often the agenda shows not only the topics but the meeting's function regarding each topic ('to receive а report on ...', 'to confirm ...', 'to approve ...', etc.). All items on which a decision is to be taken should conform to the agenda, which would usually have this format:

1. Minutes of previous meeting

2. Matters arising

3. Items

4. Any other business (AOB)

Taking minutes, and writing them up later, are special skills, involving decisions like 'Do we need to know which person made every point?' and ‘Is this point worth mentioning?' Minutes usually report details of the time, date and duration of the meeting and the names of those present, but the content of the report itself may be detailed or brief, depending on the anticipated readership.

Even one-to-one or small informal meetings are structured (usually with an agenda) and planned. They are different from chance conversations in a corridor over coffee. Small informal meetings may also take place or continue during a meal.

Task 2 Discuss the following points:

Speak about the reasons why meetings are held.

Name the kinds of meetings.

Tell about the drawbacks of the meetings.

Speak about the participants and the procedure of the meeting.

What is the role of agenda?

Why is it necessary to take the minutes of the meeting?

Task 3 Read some extracts from a staff meeting at Rainbow Products plc. And write the minutes to each of them. The example is given in the table.

Mr Green: Er...if I could come in here . . . Chairman: Yes, Mr Green? Mr Green: I'd just like to say that the targets that Jim suggests would be unacceptable to my people. I mean, I can't see that a level of 4,500 is realistic. I'm sure Ms White would agree. Ms White: Well, no actually it seems to me that 4.5 thousand for the year is quite easily achievable. We had a 22% increase in turnover last quarter, after all. I think the others would agree with that. Others: Mmm! Oh yes. MINUTES: Mr Green said the target of 4,500 was not acceptable. Ms White disagreed.

Miss Grey: I'd say that the important thing for us to agree on first is the colours we'll be offering in the new product range. There's a contradiction between the reports we've been getting from our marketing interviews and from what Mr Brown suggests. The people we talked to found both the orange and yellow prototypes very appealing. I'd like to know why Mr Brown thinks that we should stick to last year's colours.

Chairman: Mr Brown?

Mr Brown: I resent the tone of Miss Grey's question there. She seems to think that interviews with potential customers should govern our entire policy when it comes to colour. It's well known that tastes change very rapidly when it comes to this aspect of a product. My suggestion is based on 23 years in this business and I think I know what I'm talking about. Besides, manufacturing the product in two new colours would increase our production costs by approximately 4 %.

Miss Grey: I see. I didn't realize that.

Chairman: All right, well let's leave it there, shall we?

Mr Black: If we're going to spend that much on promotional literature, we need to make sure we're getting a good quality product.

Mrs Scarlet: How do you mean, Mr Black?

Mr Black: Well, Mrs Scarlet, the leaflets we've had done so far have been designed by our own publicity department. And quite frankly, they don't look professional enough.

Mrs Scarlet: I think they've been doing quite a good job. And do you have any idea how much contracting this out would cost?

Mr Black: Well, no I don't, but maybe we should find out.

Chairman: Mrs Scarlet, would you be prepared to do that?

Mrs Scarlet: But … Yes. All right.

Chairman: Fine, next …

Ms Pink: I think staff training should take preference in this case.

Chairman: Yes, well, thank you, Ms Pink. Mr Gold you don't agree?

Mr Gold: No, not at all. In my experience, staff training is just an excuse for time-wasting. If anyone needs to find out anything they can do that on the job, when they need to.

Ms Pink: All right, with new documentation procedures, that may be true but half the staff in your section have no idea how the computer works.

Mr Gold: They know as much as they need to know.

Ms Pink: But if they knew more, they could make it work for them instead of regarding it as a piece of technical equipment.

Mr Gold: We could give it a try, I suppose.

Chairman: Well, perhaps you could draw up some guidelines, Ms Pink?

Chairman: Yes, Mr Dark?

Mr Dark: I'd like to raise a point about office services.

Chairman: Yes.

Mr Dark: As you all know, we have a big turnover of staff in our section. And a number of our new staff have come to me very upset recently. I had one girl in tears yesterday. The problem is that if they want someone in office services to do anything for them, they have to know exactly who to ask. I mean, it's easy for the old hands – they've learnt who's in charge of what. But if you approach the wrong person there, you just get a sarcastic or a superior answer and no help at all. I think that Mrs Bright should talk to her people and tell them to be more considerate. And it would be a big help if she should draw up a clear handout explaining who is responsible for what. It's just not fair, otherwise.

Ms Bright: Goodness, I think you're over-reacting, Mr Dark. It was probably Shirley or Ted again. But if you think it'll help I'll have a word with them. Once you get to know them they're very nice, they just seem fierce. And we already have a handout like the one you describe. If you haven't got a copy, I'll send you one.

Mr Dark: Thank you, Ms Bright.

Task 4 Study the sample expressions that are often used in meetings:

Starting a meeting

Hello, thanks for agreeing to see me.

How do you do, it’s good of you to come and see me.

It’s good to see you again.

Shall we get down to business?

There are a few questions I’d like to ask: …

Finding out what other people think, making suggestions

1. What are your views on this, Tom?

2. Mr Brown, what do you think about this?

3. Do you agree, Ms Evans?

4. Mr Smith, what’s your opinion?

5. What does everyone think about this?

6. If I could just make a point here …

7. Do you see what I mean?

8. Don’t you agree, Peter?

9. Are you with me?

10. Are we unanimous?

11. Don’t you think so, Mr Cage?

12. Does anyone object?

13. Sorry to interrupt, but I’d just like to say that …

14. Let’s put the vote.

15. Could I make a suggestion?

16. It seems to me that …

17. I suggest that …

18. I propose that …

19. Sorry, could you say that again, please?

20. Sorry, I didn’t quite understand.

21. I’m sorry, I didn’t catch what you said.

22. I am afraid, I’m not quite with you.

23. I agree with the suggestion because …

24. I don’t agree with that point because …

25. I think it’s time to adjourn the meeting.

26. I think we’re running out of time.

27. Is there anything else we should discuss?

28. Is there any other business?

Ending a meeting

1. Well, I think that covers everything.

2. I think that’s about all for the time being.

3. So do we agree that …?

4. I’ll put these proposals in writing and fax them to you tomorrow.

Task 5 Role play. You will be holding a meeting to organize A SOCIAL EVENT – a company picnic or a department party.

First of all, draft an agenda to include some or all of these points – and add more points that need to be covered in the meeting;

• the date and duration of the event

• what form it should take

• who will be invited

• transport arrangements

• catering

• who will be responsible for organizing it

• how the preparation work will be shared

• any other business.

Each proposal should be a separate item of the agenda. Decide who’s going to chair you meeting (The chairperson should look at the chart below for some tips).

Hold a meeting. Everyone, apart from the chairperson, should make notes on the decisions that are reached. Summarize your discussion and record the decisions that were reached. Include details of the time, date and duration of the meeting, and people who were present.

Some tips for chairing a meeting: Begin by stating the purpose of the meeting. Give the name of the person you want to speak next. Make sure everyone has a chance to give their views. If someone is talking too long, say Thank you and name the next person who wants to speak. If there is disagreement on any point, call for a vote. Make sure one member of the group is keeping minutes: ask them to read out the notes at the end, if there’s time. Keep to the time limit: if necessary stop the discussion and summarize the conclusions and decisions you have come to.