Business etiquette is essentially about building relationships with colleagues, clients or customers.

In the business world, it is these people that can influence your success or failure. Etiquette, and in particular business etiquette, is simply a means of maximising your business potential by presenting yourself favourably. Business meetings are one arena in which poor etiquette can have negative effects. By improving your business meeting etiquette you automatically improve your chances of success. Comfort, trust, attentiveness and clear communication are examples of the positive results of demonstrating good etiquette. The article will focus on a few key examples of business meeting etiquette for both formal and informal business meetings. Although these are meant as guides to etiquette in the UK they are very much applicable to other nations too. Informal Meetings Informal meetings are generally more relaxed affairs and may not necessarily take place in the office or meeting room. Even so a sense of professionalism and good business etiquette are still required. There are 7 points to consider with informal meetings: * Business etiquette demands that the person calling the meeting (henceforth 'the chair') should be the most senior or the one with the most direct or urgent interest in the topic at hand. * The chair should decide the time, place and agenda. These details should be confirmed with everyone to make sure all are in agreement and no inconvenience is caused. * The chair must make the purpose of the meeting clear to the attendees, how long it will last and what is expected of them, i.e. particular information or preparation of documents. Failing to relay the proper information is bad business etiquette as it could cause embarrassment. * Punctuality is a must. Keeping people waiting is considered the height of poor etiquette as it abuses their time. * The chair should strive to ensure the meeting stays within a set framework or agenda so that it is kept as short and effective as possible. He/she must keep circular disagreements and the like to a minimum. * The chair should (pre-)appoint someone to record the proceedings; documenting major decisions or action points. This can later be distributed to the attendees for reference. * If the results of the meeting have an effect on others who were not present it is considered proper business etiquette to inform them. Formal Meetings The business etiquette of formal meetings such as departmental meetings, management meetings, board meetings, negotiations and the like can be puzzling. Such meetings usually have a set format. For example, the chair may always be the same person, minutes, agendas or reports may be pre-distributed or voting may take place.

Here are 10 business etiquette guidelines that are applicable to any formal meeting: * Prepare well for the meeting as your contribution may be integral to the proceedings. If you are using statistics, reports or any other information make sure it has been handed out at least three days prior to the meeting. * Dress well and arrive in good time. Your professionalism is linked to both. * Always remember to switch of a mobile phone. * If there is an established seating pattern, accept it. If you are unsure, ask. * Acknowledge any introductions or opening remarks with a brief recognition of the chair and other participants. * When discussions are under way it is good business etiquette to allow more senior figures to contribute first. * Never interrupt anyone - even if you disagree strongly. Note what has been said and return to it later with the chair?s permission. * When speaking, be brief and ensure what you say is relevant. * Always address the chair unless it is clear that others are not doing so. * It is a serious breach of business etiquette to divulge information to others about a meeting. What has been discussed should be considered as confidential. The underlying principles of the all the above business meeting etiquette pointers are good manners, courtesy and consideration. If these principles are adhered to the chances of offense and misunderstandings are greatly reduced. copyright: Kwintessential Ltd Common types of meeting include: 1. Investigative Meeting, generally when conducting a pre-interview, exit interview or a meeting among the investigator and representative 2. Work Meeting, which produces a product or intangible result such as a decision 3. Staff meeting, typically a meeting between a manager and those that report to the manager 4. Team meeting, a meeting among colleagues working on various aspects of a team project 5. Ad-hoc meeting, a meeting called for a special purpose 6. Management meeting, a meeting among managers 7. Board meeting, a meeting of the Board of directors of an organization 8. One-on-one meeting, between two individuals 9. Off-site meeting, also called "offsite retreat" and known as an Awayday meeting in the UK 10. Kickoff meeting, the first meeting with the project team and the client of the project to discuss the role of each team member 11. Pre-Bid Meeting, a meeting of various competitors and or contractors to visually inspect a jobsite for a future project. The meeting is normally hosted by the future customer or engineer who wrote the project specification to ensure all bidders are aware of the details and services expected of them. Attendance at the Pre-Bid Meeting may be mandatory. Failure to attend usually results in a rejected bid

12. 13.

Willamette University Office of Student Activities

14. EFFECTIVE MEETING STRATEGIES

15. Do you dread attending meetings because they are dull, unproductive, disorganized and too long? With 16. proper planning and preparation, any meeting can be effective and enjoyable. If the facilitator starts with a 17. careful plan and finishes with a thorough follow-up, the meeting will run smoothly. The following are some 18. tips to help you make your next meeting successful, productive and fun.

Role
Facilitator = The main role of a facilitator is to keep the group focused on the same problem at the same time in the same way. The facilitator must be prepared before a meeting, otherwise the effectiveness diminishes. S/he should review the agenda and think of the best way to accomplish the goals of the agenda. At the meeting, the facilitator maintains focus on agenda. The facilitator should try to remain neutral. If s/he wants to participate in discussion, s/he should make it clear that s/he is stepping out of role as facilitator temporarily. The facilitator also elicits participation from others and protects other members from personal attack. You can also experiment with this role as a responsibility that rotates between all members, or between just a few. The next meeting's facilitator could be chosen at the end of the previous meeting, by lottery, by an individual's desire to do the job, or perhaps on a rotational schedule. This mechanism help to prevent the condition that one person becomes merged with the position and the possible corruption that can happen. Note-taker = The main role of the note-taker is to keep an accurate record of what happened at the meeting. Records what decisions were made, how they are to be accomplished, and who is responsible. Blackboard note-keeper: In certain discussions, especially when a lot of ideas are being generated, it is especially useful to have someone keep notes of what is being discussed on a blackboard or on large pieces of paper. This helps the group focus on the task at hand. Time-keeper = Each agenda item should have a time limit, agreed upon before- hand by the group. The time-keeper reminds the group frequently how much time is left for the discussion of a particular item.

Vibes-watcher = Group discussions can sometimes become very heated. All group members should be aware of the vibes in the room. One person can be designated as vibes-watcher and lighten things up when necessary. Group Members = The rest of the group also has responsibilities in making meetings more productive. A group member should respect and listen to other members' views and should not speak out of turn. A group member should also be aware of other people's roles in a meeting and remind them when they step out of their roles.

DIFFERENT TYPES OF MEETINGS AND HOW TO MAKE THEM WORK

David E. Hartl Meetings are a primary process for organizational life. In fact, for many people, attending meetings is what they do during most of the time they spend in the organizational setting. So, it is essential that time spent in meetings be productive if we are to achieve effective individual and organizational performance. This paper has been developed to help you think carefully about the meetings you attend and, perhaps, lead. First, it is important to think in terms of different kinds of meetings with different kinds of participants and different purposes. Different types of meetings call for different arrangements, time schedules, participants, expectations, follow-through, and so forth. Think about the type of meeting you are planning, and adjust your plans accordingly. Some different types of meetings that organization leaders put together include these: Quick business meetings (just to check-in, coordinate, share info, prepare for next steps, anticipate customer or employee needs, answer questions for each other, etc.) Stand-up meetings (no more than 10 minutes to plan the day, make announcements, set expectations, assure understanding and alignment, identify upcoming difficulties, etc.) Business meetings (with customers, clients, colleagues, etc.; often require presentations.) Staff meetings (to clear calendars, coordinate unit activities, share info, etc.) Management Team meetings (to solve problems, make decisions, set policy, etc.) Interdepartmental meetings (to get input, interpret decisions and policies, share info, etc.) Coordinating meetings (to assure all know whats happening when and who is responsible.) Board meetings (to report results, set policies and directions, scan for needed changes, etc.) Team building meetings (to communicate together, resolve conflicts, share impressions and feelings, gain alignment and commitment to goals, strengthen relationships, clear out debris from disputes, develop or deepen interpersonal trust, etc.) Project Team meetings (to define results, methods, schedules, responsibilities, policies, etc.) Creative product development meetings (to define new markets, create new products, etc.) Community meetings (to interpret decisions, get input, build relationships, gain trust, etc.) Conferences and Retreats (to share information, work through strategies and tactics, involve people, set long-range directions, work in sub-groups as well as in total group, etc.)

Procedure
Meetings of the Authority.

There shall be not less than two ordinary meetings of the Authority in a year on such dates and at such places as the Chairman may think fit and the interval between any two ordinary meetings shall not, in any case, be longer than eight months. 14. Power to call meetings

(1) The Chairman may, at any time, call a meeting of the Authority and may do so if a requisition for a meeting is presented to him in writing by at least ten members,

(2) The Chairman may require any officer of the Authority or invite any person of standing who has sufficient knowledge, experience or background in a subject relating or relevant to any matter under consideration of the Authority, to attend any meeting of the Authority, but such officer or person shall not be entitled to vote.

(3) At least fourteen clear days before any meeting of the Authority, notice of the time and place of the intended meeting signed by the secretary shall be sent to the Central Government and left at or posted to the address of every members. Provided that in case of urgency, a special meeting of the authority may be summoned at any time by the Chairman, who shall inform, at least seven clear days in advance, the Central Government and the members of the subject, matter for discussion and the reasons for which he considers the summoning of such meeting urgently.

(4)

Notwithstanding anything contained in this rule, the central Government may, at any time call a meeting of the authority. 15.

Quorum
(1) No business shall be transacted at a meeting of the authority unless there are present at such meeting at least ten members.

(2) If at any time the number of members present at a meeting is less than the number of members specified in sub rule (1), the person presiding shall adjourn the meeting to a date not later than three days from the date of such meeting after informing the members of the date, time and place of the adjourned meeting, and it shall thereupon be lawful for the person presiding at such adjourned meeting to dispose of the business intended to be transacted at the original meeting, irrespective of the number of members present. 16. Chairman of meetings: The Chairman shall preside over every meeting of the Authority and in his absence the ViceChairman shall preside, and if both the Chairman and Vice-Chairman are absent, the members present at the meeting shall elect one from among themselves to preside over such meeting. 17. Agenda

(1) The Chairman shall cause to be prepared and circulated to the Central Government and among the members of the Authority at least ten days before a meeting of the Authority a list of business to be transacted at such meetings.

(2) No business not included in the agenda shall be transacted at a meeting of the Authority without the permission of the Chairman.

18. Voting

(1) Every question brought before a meeting of the Authority shall be decided by a majority of the Members present and voting.

(2) In the case of an equality of votes, the Chairman, the Vice-Chairman or the member presiding over such meeting shall have second or casting vote. 19. Business by circulation

(1) Any Business which is to be transacted by the authority may, if the Chairman so directs, be referred to the members (other than members who are not in India) by circulation of papers and copies of papers so circulated shall also be sent to the Central Government.

(2) Any proposal or resolution circulated under sub- rule (1) and approved by the majority of the members who have recorded their views in writing shall be as effectual and binding as if such proposal or resolution were decided by the majority of the members at a meeting. Provided that at least ten members of the Board have recorded their views on the proposal or resolution: Provided further that when a proposal resolution is referred to the members by circulation, any five members may require that the proposal or resolution be referred to members at a meeting and thereupon such reference shall be made to members at a meeting of the Authority provided also that the recourse to circulating resolutions may be adopted only in unavoidable cases.

(3) where any business is referred to members under sub-section (1), a period of not less than ten clear days shall be allowed for the receipt of replies from member and such period shall be reckoned from the date on which the notices of business is issued

(4) If a proposal or resolution is circulated under this rule, the result of the circulation shall be communicated all the members and to the Central Government.

(5) All decisions on questions arrived at by circulation of papers shall be placed at the next meeting the Authority for record. 20. Record of business

(1) A record shall be maintained by the secretary of all items of business transacted by the Authority and copies of such record shall be forwarded to the Central Government immediately after these are ready.

(2) When a business is transacted by circulation of papers under rule 19, a record of business so transacted shall be signed by the Chairman.

(3) The record of business is transacted at every meeting of the Authority shall be signed by the Chairman, the Vice-Chairman or as the case may b e, the member presiding over such meeting

21. Review

(1) The Central Government may, for reasons to be recorded in writing, review any decision of the Authority and pass such order in such manner as it thinks fit.

(2) A copy of every order passed under sub-rule (1) shall be sent to the Authority by the Central Government.

(3)

On receipt of a copy of the order under sub-rule(2), the Authority may make a representation to the Central Government against the said order and the Central Government, may, after considering such representation, either cancel, modify or confirm the order passed by it under sub-rule (1), or take such other action as may in its opinion be just or expedient.