BSBADM502B Manage Meetings

BSB51107 Diploma of Management
MANAGE MEETINGS
BSBADM502B
LEARNER GUIDE
BSBADM502B Manage Meetings

Learner Guide
For any questions with relation to this work please contact: info@lennoxinstitute.org
V09_12
Copyright
2012, Lennox Institute, All Rights Reserved.
This work is copyright, and the author reserves all rights. Apart from any use permitted under the Copyright Act 1968 as amended, no part may
be used or reproduced in any form without the express written consent of the author. The work has been developed expressly for delivery and
assessment in accredited training by the Lennox Institute. Use of any part of the work in training delivered and / or assessed by other
individuals, organisations or companies without the express consent of Lennox Institute is prohibited.
Disclaimer
This work has been created for training and education purposes, and Lennox Institute has made every effort to ensure that the work is accurate,
free from errors, and describes the current practices in the industry. Lennox Institute makes no guarantees or representations in relation to the
work and cannot be held responsible for any loss, injury or damage no matter however caused which might arise from use of the work.
LENNOX INSTITUTE PTY LTD I BSBADM502B | COPYRIGHT 2012 I ALL RIGHTS RESERVED
V0912 P a g e | 2

Learner Guide
Contents
Introduction ............................................................................................................................................4
Meeting Components............................................................................................................................4
Meeting Terminology ............................................................................................................................4
Preparing for Meetings ..........................................................................................................................6
Identifying Meeting Essentials...............................................................................................................6
Ensuring an Appropriate Style and Structure to the Meeting .................................................................7
Developing an Agenda........................................................................................................................13
Notifying Participants of Meetings .......................................................................................................15
Confirm Meeting Arrangements ..........................................................................................................17
Despatch Meeting Papers within Designated Time Lines....................................................................18
Conducting Meetings ...........................................................................................................................19
Chair Meetings According to Requirements and Agreed Conventions ................................................19
Ensure Meetings are Focused, Time-Efficient and Achieve Outcomes ...............................................24
Facilitating participation, Discussion, Problem-Solving and Issue Resolution......................................24
Briefing the Minute-Taker....................................................................................................................29
Following up Meetings.........................................................................................................................33
Checking the Accuracy and Format of Meeting Notes.........................................................................33
Distributing and Storing Minutes and Other Follow-up Documentation................................................33
Reporting Meeting Outcomes within Designated Time Lines ..............................................................35
V0912 P a g e | 3

Learner Guide
Introduction
Most organisations choose to use meetings as their main
tool, to make decisions, exchange ideas, resolves problems,
share information and motivate others.
Meetings can be:
Formal or informal
Large or small
Organisation-wide, team meetings or committees
Public or in-house
Face to face
By teleconference or video conference.
Meetings can be conducted in on-site meeting rooms, in a

managers office or an off-site location.
The success of a meeting will depend on the leadership qualities of the person organising and running
the meeting. Their job is to reach the objectives in the designated time, with contributions from all
participants when appropriate, and with a sense of purpose and achievement that the meeting has been
worthwhile.
Meeting Components
Every meeting should have a clear purpose that is conveyed to all participants prior to the meeting and
outcomes from the meeting should be documented and provided to all meeting attendees as a record of
the meeting and to identify any follow-up action. Components of a meeting are outlined below:
Meeting
Component
Preparing an
Agenda
Description
An agenda is used to keep discussions and decision-making processes on target
and in accordance with any legal, organisational or customary requirements.
Meeting Attendees
Meeting attendees should be selected based on their need to be involved in the

meeting.
Meeting
Documentation
Any documentation required, such as, agenda, details of the venue, date, time,
etc, additional hand outs or information required for the meeting, Minutes
templates.
Minutes
Minutes are considered as legal documents and as such require secure storage
and archiving processes. Most companies store their meeting minutes
electronically to allow for back-up, file management and ease of access by all
relevant people.
Meeting Terminology
Common meeting terminology is outlined in the following table:
Term
Agenda
Amendment
Explanation
An agenda is a list of meeting activities, in order, starting with the opening/call to
order and ending with the meetings adjournment.
An amendment is an alteration or proposed alteration to the terms of a motion.
V0912 P a g e | 4

Learner Guide
Term
Explanation
Amendment to the
motion
If someone suggests a change to the original motion, an amendment must be

moved and this must be seconded, discussed and voted upon before the original
motion is considered.
The chairperson may be given a second or deciding vote when votes are equally
divided for and against the motion.
Censure is a procedure by which a meeting can rebuke the actions or conduct of
an individual.
A meeting may be held to discuss a specific topic/s outside the normal meeting
schedule.
General business is any matter not otherwise raised during the meeting. Time is
normally allocated at the end of the agenda for general business.
A meeting is generally defined as two or more people coming together for the
purposes of discussing a topic such as business or community event planning.
Minutes are the official, written record giving an overview of what took place at a
meeting, including a list of those present/absent, a statement of the various issues
before the meeting, and responses from participants and follow-up action to be
taken.
A motion is a proposal that is officially put before a meeting and goes through
several stages before it is accepted or defeated. It should be carefully worded and
recorded in the minutes. The person who suggests the proposal moves the motion.
A person who supports the motion seconds the motion. Meeting participants
discuss the motion in relation to why it should or should not be supported. The
motion is then voted on and either carried or lost.
At the end of the meeting, members may give notice of their intention to move
certain points at the next meeting. This enables the other members t familiarise
themselves with the issues involved in the meantime, and it ensures inclusion of
the motions in the agenda of the next meeting. This is referred to as a notice of
motion.
Other business may be issues or information that is not on the agenda but that
someone wishes to introduce to the meeting.
A point of order is taken when a person officially draws the attention of the
Chairperson of a meeting to an alleged irregularity in the proceedings. The alleged
irregularity may be one involving:
Facts
Opinions
A member who is unable to attend a meeting may nominate someone else (a
proxy) to attend, and/or vote in their place.
A quorum is the minimum number of members necessary to constitute a valid
meeting in which to officially conduct meeting business and make decisions.
A resolution is the name given to a motion once it has been agreed to by a
meeting.
After the discussion and before the group votes on a motion, the original proposer
is often given the right of reply to say a few final words about the motion.
A seconder is a person who supports a motion that is put to the meeting.
The secretary assists the Chairperson in gathering information for the meeting,
organises meeting arrangements, records the proceedings of the meeting, then
prepares the minutes and issues them to the participants afterwards.
When a person wishes to speak during the meeting they must first be recognised
by the chairperson.
Standing orders are the permanent rules for the regulation of the business and
proceedings at the committee/board meetings.
The timekeeper records time, time taken, or time remaining during the meeting.
This task may be taken by the secretary or the chair if needed.
Casting Vote
Censure
Extraordinary
meeting
General business
Meeting
Minutes
Motion
Notice of motion
Other business
Point of order
Proxy
Quorum
Resolution
Right of reply
Seconder
Secretary
Speaking through
the Chairperson
Standing orders
Timekeeper
V0912 P a g e | 5

Learner Guide
Preparing for Meetings

Identifying Meeting Essentials
Before any meeting, the meeting should be well planned. Firstly a reason for the meeting needs to be
determined, the attendees need be selected and informed, a meeting location chosen and any catering
or accommodation arranged, plus an agenda will need to be created to keep the meeting on track. This
is usually the responsibility of the Chair, or person who has called the meeting (not always the same
person) or a helper who is instructed by the Chair.
The main points to remember when preparing for a meeting include:
Reason for the meeting Why is it being held and what do you hope for as a result?
Time When will the meeting take place? What time? Which day? How long will it take?
Location Where will it take place? Which room?
Attendees Who will be asked to attend?
Special arrangements Is catering required? Is equipment needed by participants? Are there
any special needs for the participants? Is car parking available if needed?
Agenda What are the topics to be discussed? Is there a time frame for each? Is a quorum
required? Are there previous minutes? Are there copies of any correspondence? General
Business.
Participants roles and presentations Who is the Chair? Has a secretary or minute-taker
been allocated for minutes/correspondence? Who will be giving presentations or reports? Are the
participants presentations prepared? Do they have time to set up equipment they need? Is there
a time frame for each segment?
Is a Meeting Necessary?
It is important to always ask yourself: Is the meeting necessary or would a memo, email or phone call
suffice? Meetings can be beneficial for communication purposes, however, there are some costs
involved in meetings such as, time away from work, room and catering costs and sometimes travel
costs. A meeting can become an added expense in the high cost of todays corporate business world.
Establishing a Purpose for the Meeting
You must be very clear as to why you are having a meeting. Below are some reasons a meeting may be
held:
To set goals or reach a decision

To receive reports from participants and
discuss business
To plan and develop a project
To monitor a project
To gain support for an idea, initiative or
decision
To discover, analyse or solve a problem or
conflict
A forum for discussion
To share information
To gain understanding
V0912 P a g e | 6

Learner Guide
Ensuring an Appropriate Style and Structure to the Meeting

A well run meeting will address the needs of the attendees as well as the agenda items. For this reason,
you need to pay attention in the planning stages to how it will be structured and presented. This will
depend on the purpose of the meeting, whether it is an annual general meeting with legal obligations or
an informal team meeting designed to share progress and motivate members.
Identifying the Meetings Style and Structure
The purpose of the meeting will determine whether it will need to be highly structured, moderated with
strict guidelines and protocols, or is friendly and informal.
An Annual General Meeting/Board Meeting Highly structured, moderated and formal
structure. A prepared agenda would be sent out ahead of time identifying areas of discussion,
time, location, etc. This is an official requirement of public companies so the minutes of the
meetings will be kept as a company record and need to accurately reflect the proceedings in the
meeting.
A Staff Meeting may be formal or informal depending on the purpose of the meeting. A
Monday morning briefing on current projects may have a brief agenda but more relaxed with
informal discussion. A specific meeting on a project may have a more detailed agenda and be
more formal.
A Webconference, Videoconference, or Teleconference Meeting May be formal or informal
depending on the purpose. This could be used when Attendees are in multiple locations and
travelling to one location is not feasible.
An Impromptu or Emergency Meeting Informal generally and only between a couple of
people on subjects that all participants are already aware of and have an understanding off.
These types of meetings are not recommended for large groups as they tend to confuse rather
than clarify.
A Face-to-Face Meeting Usually between two or more people will be relatively informal and
self-directed. There may be no formal written agenda as those attending would be aware of its
purpose and any areas for discussion.
Coloured meetings can help you to apply the appropriate structure and style to your meeting.
Colours of the Team Management Wheel
When sunlight is passed through a prism, the white light
disperses into the colours of the spectrum: from red through
orange, yellow, green and blue to violet. This physics theory
was adapted to the Team Management Wheel, where the
colours of the Wheel meet in the white 'linking' centre.
The team role preferences complement one another and
together make a 'whole' team. Working and linking well
together unites the colours into white light.
The Four Main Colours
Fresh Green
The beginning of life is a process of learning and gathering
information. Green is the colour of new growth in plants.
Green was chosen to represent the areas of the Wheel which
focus on new ideas and information.
V0912 P a g e | 7

Learner Guide
Bright Yellow
The yellow sun gives life to the earth and nourishes life in general. How much better we feel on a bright
sunny day. Yellow was chosen to represent the 'promoting' aspects of teamwork.
Warm Red
Red is the colour of action, warmth, and emotions. The Organizing sector of the Wheel is where the
action takes place and heat is generated from movement, hence the warm red colour was chosen.
Deep Blue
After the activity comes the cooling-off period. Blue is the colour of cool, clear thinking which represents
the control and detail of the Wheel, the period for reflection and checking that all the outcomes have
been met. Deep blue is the colour of the depths of the ocean.
Coloured Meetings
The colours of the Team Management Wheel and the Team Management Systems (TMS) concepts can
be used to run effective meetings. Often when teams have work preferences in one particular area of the
Wheel, they tend to give other areas of the Wheel less attention, which can lead to problems.
Green Meetings
These meetings concentrate on gathering information and thinking about new ideas and new ways of
doing things. These are not meetings for decisions; they are held purely to investigate the possibilities.
Many people in the Advising and Exploring parts of the Wheel really enjoy green meetings. If a team
consists of people with these work preferences only, then they have to make a concerted effort to make
some action plans during the meeting and put them into place.
Yellow Meetings
Yellow meetings focus on promoting the ideas both within the organisation and to external customers.
Often to make a project work, teams have to sell their ideas to others in order to obtain the people and
resources to carry them out. Communicating ideas is an important part of the team focus if it is to
continually deliver what people want.
Red Meetings
Red meetings move into the developing and organizing of ideas. The development of ideas needs
attention to ensure that practical products are delivered within the budget constraints. Ideas that end up
costing too much or not delivering the expected outcome can waste time, money and effort.
Once the idea is fully developed then people and resources need to be organized to deliver results.
People with preferences in the Organizing sector of the Wheel enjoy these meetings as they can make
decisions and get some action going. Establishing goals and schedules will ensure that the outcomes
are delivered.
Blue Meetings
These meetings focus on time to reflect on the progress and evaluate the processes used. This meeting
can often be overlooked and teams who neglect the time needed to assess the project tend to miss the
areas that could be improved. Taking time to check the details and audit the project will go a long way to
keeping your customers satisfied and your team effective.
V0912 P a g e | 8

Learner Guide
Group Dynamics in Meetings
Group dynamics change every time the members of the meeting change. Group dynamics can include
the type of people who participate in the meeting in terms of status everyone in the group is given a
status. The status may be formal or social. Social status may include the rank the person is given within
the group (i.e. familiarity). Formal status is the rights and responsibilities of the position. Each status can
be placed at risk. For instance, if you do not perform to expectations, group authority can be exerted by
lowering a persons rank within the group.
Power is the ability to affect behaviours of other staff without their agreement, which addresses what
they are affected by and who freely comply with it. One can have power without using it.
Legitimate Power granted through the organisational hierarchy, i.e.
is authority
Reward Power power to withhold and give rewards, i.e. manager
who controls bonuses
Coercive Power power to force agreement by psychological,
emotional or physical threat
Referent Power is based on identification, imitation, loyalty and
charisma. Referent power may also take the form of charisma which
is the attribute that cannot be seen which inspires enthusiasm and
loyalty
Expert Power derived from knowledge and information
Personal and Positional Power power that stems from a
manager's position.
Roles in the Meeting
Expected
Role
Sent Role
Perceived
Role
Enacted
Role
(Davidson and Griffin, 2003, p.650)
There are many roles that you may perform within a meeting. The expected role is translated into the
sent role the message that users use to communicate the expected role to the individual. The
perceived role is what the individuals perceive to be sent and the enacted role is what the individual does
with that role. In a group dynamic if an individual or the group are unclear, your meeting may fail to
produce the desired results. This can occur when the message that is sent is ambiguous and unclear.
Both the individual and group may have problems because the individual will not understand what needs
to be done and the group will not be happy with the individual that performs it.
If roles are unclear, conflict could arise. This conflict may mean that an individual will receive conflicting
demands from group members, contradictory messages from an individual or problems because of
conflict due to personal issues like breach of ethics. If the role given to the individual is above their
capabilities, you will have role overload.
To overcome these problems, the meeting should be consistent, work within the capabilities of
individuals experience and avoid all conflict due to ethics. Try to ensure that the meeting is not too
formal. Conflict and overload will decrease as the formality in the meeting decrease.
V0912 P a g e | 9

Learner Guide
Leadership
Leadership should focus on the job to be done and then relationships
within the group. Liking and respect are part of charismatic leadership.
Charismatic leadership can assist leaders into gaining power or allowing
them to be an effective leader.
Liking
Liking and respect are part of charismatic leadership. Charismatic
leadership can assist leaders into gaining power or allowing them to be an
effective leader.
How Groups Behave
Leadership and team members can determine how the group behaves. These behaviours can be broken
down into task, process and non-functional behaviour. Task behaviour can include defining problems,
the seeking and giving of information, making suggestions, setting standards, coordinating ideas,
building and elaborating on points, evaluation, diagnosing and testing consensus or disagreement.
Process Behaviour can include encouraging (giving feedback), gate-keeping (getting others to
contribute, stopping misdirected arguments, following and encouraging thought, relieving stress and
working as a mediator.
Non-functional behaviours include blocking staff, sympathy seeking, being negative and offensive and
attention seeking. These types of behaviours can be detrimental to a group, so you may need to take the
following corrective action.
Before you go any further in the management of the group, you need to establish how far the group has
developed. Which stage are they in? Are they:
Forming Members get acquainted, test interpersonal behaviours
Storming Members develop group structure and patterns of interaction
Norming Members enact roles, direct effort towards goal attainment and
performance
Performing Members enact roles, direct efforts towards goal attainment

and performance
Forming
Meeting groups become acquainted and test which personal behaviours are acceptable and
unacceptable. They are dependent on each other for the cues about what is acceptable. The basic
ground rules for the group or team are made and a tentative group structure is established. Team
Members are establishing purpose of the meeting.
V0912 P a g e | 10

Learner Guide
Storming
There may be a lack of unity and uneven interaction patterns during this
stage. Members of the group may also exert themselves to be
recognised as the group leader or at least to play a major role in shaping
the groups agenda. Chair is discouraging argument and trying to get
people to work through points of view.
Norming
Usually begins with a burst of energy and people begin to recognise and
accept his or her role and to understand the role of others. Members
also start to accept each other and develop a sense of belonging of
togetherness. Finding opportunities and action planning.
Performing
Performing is slow to emerge. The team focuses on the problem and
members enact the roles they have accepted, interaction occurs and the
groups efforts are aimed towards the attainment of their goals. They
are now at the level where they will aim at performing the purpose of the
group and will allocate tasks and set deadlines.
Who needs to attend?
The participants will dictate the manner in which the meeting is presented. It is important that the right
people attend each meeting. Members of the group should be selected because of their knowledge and
the contributions they may make to the discussion.
When deciding who should attend a meeting, it may be helpful to ask the following questions:
Who must be there?

Who are the decision makers?
Who will the meeting affect?
Do they need to be there?
Are there organisational requirements that must be adhered to?
How many people need to be there?
Do you require diversity of viewpoints?
Of those who should possibly be included think about:

What is their role?
How can they help?
Are they for or against the issue?
Are they interested?
Do they have time to attend?
Do they have information on the purpose of the meeting?
Will they be involved in any process of the decision research, carrying it out or formulating
procedures, etc?
Can they contribute effectively to the meeting?
For most meetings it will be the chair who will decide who to invite. Sometimes the participants will
already work together, in which all of them should attend, that way everyone receives the same
information or opportunities.
V0912 P a g e | 11

Learner Guide
The Size of the Meeting
Consider how many people will best suit the purpose of the meeting and help you your objectives. Will
you need to have quorum?
The Duration of the Meeting
Make sure the length of the meeting is appropriate to the type of meeting, a staff meeting may be
regularly scheduled to last one hour, whereas you may schedule half a day to finalise a project or an
entire day for a board meeting.
The Budget
Check that your budget is appropriate to the type of meeting so you can hire an appropriate venue if
necessary, supply refreshments or provide free car parking.
Every budget will differ. The budget allocated should be established and
confirmed before you make any arrangements for the meeting. The
organisation will decide the amount of money that will be spent. Guidelines
should be available on outlines what can be spent on:
Catering
Staffing
Venue
Incidental, like flowers
Hire, delivery and equipment set up.
Maintaining files of previous meetings can be helpful in finding out how

previous meetings were arranged. These files should include costs and
details of the items mentioned above.
The Venue
The meetings purpose will often determine where it will be held, which in turn will determine how it is
structured and presented. The location should be appropriate to the meeting, such as specific meeting
room, a boardroom, off-site, or a conference room. Make sure the venue will accommodate the expected
number of people attending.
You may need to book a venue if it is outside your work site or within it. Receive confirmation and obtain
a receipt. The receipt should have a list of any arrangements that have been agreed on, such as venue
management providing staff to serve morning tea or direct the flow of attendees.
Check all documents to make sure no misunderstandings about costs and level of service the venue
management is to provide. It would be appropriate to telephone your manager just to double-check
everything will be provided as arranged on the day.
Confirmation could also be a letter to the management of the venue signed by the convenor of the
meeting. The letter would set out the arrangements including the date and time of the meeting and the
expected number of attendees.
If the venue is the organisations own boardroom, confirmation should be made with the member of staff
who is responsible for maintaining the reservations journal for the room, to ensure it has not been
double-booked.
V0912 P a g e | 12

Learner Guide
Catering Arrangements
Confirm all arrangements if you are using an outside caterer. This includes confirming the times, types of
food and number of people in attendance. Catering can be as simple as tea, coffee and biscuits to food
platters and meals.
If the catering was arranged by the management of the venue, the information should be included in the
documents covering the hire of the venue.
Resources Needed
You will need to identify the resources required for the meeting. These may vary
depending on the meeting, but may include:
Data projectors
Laptop
Paper
Pens
Information sheets
Glasses
Water jugs
Whiteboard
Flip charts
Technology
The meeting may require communication technology, such as microphones, teleconferencing equipment
or overheads. This technology needs to be booked or confirmed with the venue if necessary. If you have
the services of an event management organisation, then one telephone call or email will confirm all of
the details.
You may need to book some of the resources in advance. It is best to do this as soon as you have
decided on the date and time of the meeting.
Developing an Agenda
An agenda is a framework that supports the meeting and allows matters to be discussed in an orderly
fashion. It allows for clarity, continuity and an effective outcome of the meeting. It should list all relevant
matters for the particular meeting and set out an order of proceedings.
The way your agenda is presented depends on your organisations policies, some are detailed and
include the item in broad terms, the issues to be discussed, who will speak about the item and the time
allowed, while others are more basic and simply list the item to be discussed.
To enable the participants to easily see the order of the meeting, you may number each agenda item
and then have the meeting minutes written to match the agenda items.
Agenda Components
The following is a list of commonly used headings on Agendas:
Meeting name
Any matters of business arising from the
Date, time and location of the meeting
previous minutes
Attendees
Correspondence
Quorum
Reports
Apologies
Major agenda items
Welcome
General business
Minutes of previous meeting (if there was
Next meeting.
one)
V0912 P a g e | 13

Learner Guide
When you create your agenda, ensure all relevant items are included, such as:
Include a list of all the correspondence received rather than simply have the heading
Correspondence
Include any breaks for refreshments in a long meeting
Include the name of the person who is to present each item
Insert a time limit to each item
Cross-reference items that have supporting papers.
Using Action Words
If you are creating an agenda item that requires a fuller explanation, begin with an action word (verb) that
clearly explains what you want participants to do when discussing the agenda item. Some of these
include:
Decide
Discuss
Review
Select
Example of an Agenda:
Meeting Agenda
Meeting Name
Management Meeting
Date
25th August 2012
Time
10:00am 12:00pm
Chair
Tracy Smith
Minutes
Clare Jaros
Participants
Tracy Smith, Clare Jaros, Malcolm Wright, Dennis Whitmore, Michelle Yardin, Ryan
Masia
Quorum
Apologies
None
Please Read
Previous Meeting Minutes
Please
Bring
Relevant reports and handouts,

prepared verbal report on your items
Agenda Items
Topic
Presenter
Time
Welcome
Tracy Smith
5 Mins
Review previous meeting minutes, identify action taken
Clare Jaros
20 Mins
Sales and Business Development
Malcolm Wright
15 Mins
Operations Performance
Michelle Yardin
15 Mins
Accounts Issues
Dennis Whitmore
5 Mins
Safety Matters/Consulation
Tracy Smith
5 Mins
Risk Management Review
Tracy Smith
15 Mins
Professional Development
Ryan Masia
5 Mins
General Business
ALL
30 Mins
Close of Meeting
Tracy Smith
5 Mins
Once you have drafted the agenda, check that all items are covered and all details are correct.
V0912 P a g e | 14

Learner Guide
Notifying Participants of Meetings

Notice of the meeting may be by mail, email or by memo. The notice
confirms the date, time, venues and purpose of the meeting.
Notify Participants
Every organisation has its own way of notifying participants of the
meeting. It is important that you are familiar with your organisations
policies and procedures in regards to meetings. Every organisation will
vary so it is important that you know what steps you should be
following.
Formal Notice
When you give formal notice of a meeting it is usually at least two
weeks prior to the meeting. The notice must give attendees enough
time to organise their schedules and make the necessary preparations for the meeting.
Formal notice is usually on the organisations letterhead stating the time, date, venue and purpose of the
meeting. The notice may ask for agenda items that is, anything that management may want to be
raised at the meeting. These items will be placed under the general items list on the agenda.
The notice must be signed by the secretary and contain their contact details. A copy is then posted to the
recorded address and/or email of each participant and/or shareholder.
Some meetings are governed by the organisations constitution or in the case of shareholder meetings,
by legislation. The information may include what should be in the meeting, how many days notice should
be given before the meeting, where notice should be place. The notice will include a summary of the
agenda and will draw attention to important issues that need to be addressed during the meeting. A letter
may be attached with specific instructions for the shareholders, such as a need to register to inform that
they are attending.
Some large organisations issue an attendance card, mailed with the notice of meeting to shareholders
who are eligible to attend the annual general meeting. These shareholders must bring the card if they
wish to obtain admission to the meeting.
Informal Notice
If the meeting is informal, the basic information for notification should include the date, time, location and
the purpose of the meeting, and give enough time for those attending to prepare.
Notification Methods
A decision must be made as to how you will contact the participants. Sometimes organisational or legal
requirements may prescribe this.
There are many ways to communicate and contact people, such as:
Email, letter, memo or invitation

Phone or SMS
Fax
Word of mouth
Bulletin or poster on a noticeboard
Newspaper or advertisement.
Whichever way is chosen ensure it is appropriate to the meeting and to the participants and that
everyone who needs to know is contacted.
V0912 P a g e | 15

Learner Guide
Additional Inclusions
There are many inclusions that can help prepare a participant for an effective meeting, such as those
listed here:
Map and any travel details, parking or methods of transport

Time line, or a brief outline of the agenda
Meals and other activities available
RSVP for numbers (specifically for venue and catering purposes)
Request for additional items for the agenda.
Example of a Formal Notification via Letter:
Notification of Lennox Institute Pty. Ltd. General Annual Meeting
Date: Friday 23rd July 2012

Time: 12:00pm 5:00pm
Venue: Lennox Institute Board Room - 3 Turbo Road, Kings Park NSW 2143
Details: Lunch will be provided at 12:00pm along with light refreshments throughout the afternoon.
RSVP: Monday 19th July 2012
Attachments: The Agenda is included with this letter of notice. Please provide any requests for
additions to the agenda to the secretary by the 9th July 2012.
Henry Sims
Henry Sims
Secretary
Lennox Institute Pty Ltd
henry@lennoxinstitute.org
02 9621 5988
V0912 P a g e | 16

Learner Guide
Example of a Meeting Invite for an On-Line Calendar
Confirm Meeting Arrangements

Confirm meeting arrangements according to the requirements of the meeting, meeting arrangements will
depend on whether they are formal and informal. This means arranging meetings can move from the
simple to the very complex.
Meeting arrangements will include confirming:
The venue is ready
The catering order is correct
The resources are ready
Documentation
Depending on the purpose of the meeting, you may be required to
collate sets of documents including:
The minutes of the previous meeting

Financial reports
Research reports
Chair persons report
V0912 P a g e | 17

Learner Guide
Copies of correspondence
Draft documentation
Annual report.
If you are preparing the documents it is your responsibility to make sure that you have the correct
documentation and that is ready on time. You should always prepare a few extra sets, in case of visitors
or participants overlooked in the paperwork.
If it is not your responsibility to complete the paperwork, confirm that the task has been performed.
Accommodation
You may be called upon to confirm transport and reservations for pick-up and delivery to a hotel of
travellers from interstate and overseas. Confirm all books to ensure that the participant will arrive at the
meeting on time.
Minute Taker
Sometimes the secretary or the personal assistant of the Chairman will be asked to record the minutes
of the meeting. If you are assigned the task, correctly note the date, time and venue of the meeting.
Confirm all arrangements and prepare a memo for your boss or supervisor showing that everything has
been checked.
Despatch Meeting Papers within Designated Time Lines

By dispatching meeting paperwork before the meeting, you are giving the participants the opportunity to
record, date and consider the documents and other matters that are going to be raised. The meeting
papers should be sent by courier, email or post. Some may be hand delivered.
Cyber theft may mean that some meeting papers are encrypted to personnel. Many organisations send
copyright notices with their signatures asking for the information to not be opened.
Meeting papers are also dispatched to remind the participants that they still need to prepare to present
information, provide feedback or participate in research to ensure that they can be an active participant
in the meeting process.
With less formal meetings, a week prior or even less is sufficient notice. Of course, like any other
business practice, each organisation has its own policies and procedures and timelines. If you are
responsible for the task, you need to be clear on the procedure.
The designated timeline may include:
A time frame decided by the participants

Project timelines
Contractual obligations
Statutory requirements
Informal time frame
V0912 P a g e | 18

Learner Guide
Conducting Meetings
The conduct of the proceedings must be controlled to ensure that the purpose is achieved within the
scope of the meeting agenda, regardless of the purpose for the meeting. You will require a range of
management skills to maintain focus on the agenda, keep the meeting to time and deal with group
interaction. Participants will support the meeting when they all have an opportunity to contribute equally
and clear resolutions result from the meeting.
Chair Meetings According to Requirements and Agreed Conventions

Chairing a meeting is a leadership task. The Chairs task is to release the
talents of the group. You should provide:
Vision The aim of the meeting
Direction Facilitating the meeting
Security giving the group a sense of purpose and well being.
Tao Te Ching wrote 2000 years ago that The best conqueror does not take
part in the war. This holds true for the chairing of meetings. Direct the
process, delegate tasks to participants and lead the operation.
When conducting a meeting, the chair must be clear about agreed
conventions of the formal meeting. These agreed conventions are part of
the management of the company by a Board of Directors.
So what do agreed conventions do? Agreed conventions relate to other aspects of conducting meetings,
such as:
Informal decision making

Being recognised by the chair before you speak
Speaking through the chairperson and restricting discussion time
Enforcing time limits
Moving and seconding formal motions
Procedures for voting, including casting vote for chairperson and/or
Decisions of consensus.
Agreed conventions for a public meeting include:

Informal decisions
waiting to be recognised by the chair
speaking through the chair person
restricting discussion through the chairperson
enforcing time limits on speakers
moving and seconding formal motions
Procedural motions allowing members to affect the conduct of the
meeting. Procedural motions are usually used to terminate, extend or
defer debate.
Points of order used by participants if they believe that the speaker is
violating on of the standing orders such as speaking out of turn.
Procedures for voting the most common methods being:
Casting votes for chairperson
Decision by consensus a time consuming process that requires open participation by everyone
to search for and reach consensus.
V0912 P a g e | 19

Learner Guide
Organisations/companies also have an official document that is its foundation. This foundation is called
the constitution.
The constitution is a master plan on how the organisation is run, including rules for its meetings. These
rules can include:
Frequency of Meetings
Requirements of the quorum (minimum number of people allowed to attend)
Debate rules and standing orders. Conduct of debate is the decision making process and voting
procedures, time for speakers, etc. Standing orders are rules of procedures for the conduct of the
meeting particularly respect for the chairperson
Keeping records, which includes the keeping and storage of minutes
The office-bearers and executives of the organisation, their powers and responsibilities.
Opening the Meeting
For a meeting to be good, it should:
Start on time
The purpose of the meeting should be stated, as found on the
agenda
Make all introductions, apologies and attend to new members
Announce procedures and the timetable of the meeting. How long
will the meeting last, the break times and indicate how the meeting
will be controlled
If you are chairing a group for the first time:
Identify and agree to the purpose of the group
Outline who everyone is in the meeting, their expertise and the tasks they will be performing
Invite everyone to introduce themselves.
If the group is well established:
Identify the purpose of this meeting
Note any changes
Remind the group of its identity
Introduce new members
Praise achievements of group members
Acknowledge new difficulties
Reaffirm the determination of the meeting to meet the challenge
Managing Agenda Items
Lead by example. Keep your group focused on what needs to be achieved and how everyone should
behave. Clarify information by using questioning and active listening techniques. Make sure that
everyone is clear on agenda items by:
Referring to the agenda
Conclude each item as you move through them
Clarify the importance and purpose of the team
Start every discussion positively
Stay within the allocated time for each agenda item
Give relevant background information as required
Do not waste time during the meeting. Check to make sure that the conversation is necessary
and the chair encourages democracy in two ways
By task behaviour: initiating discussion building on it and making suggestions
By process behaviour: gate-keeping to allow everyone to participate and put forth their own
ideas.
V0912 P a g e | 20

Learner Guide
Chair Persons Roles
The chair can perform many roles in the meeting. These roles include:
A leader
Executing authority
Insisting on facts before authority
Watching out for group think.
A coach/gatekeeper
Protecting the weak
Controlling the dominant
Motivating the uninterested
Encouraging the nervous
Managing the jokers.
A referee
Keeping calm
Staying neutral
Managing conflict without suppressing it.
An administrator
Organising the setting
Taking notes
Clock watcher.
A good chair is someone who:
Establishes the role of the chair
Sets agendas
Maintain control
Uses tact.
A bad chair is someone who:
Is not prepared
Does not set times
Gives poor information
Cannot control the meeting.
One of the main problems with chairs can be that they cannot control the meeting. Chairs can also be
autocratic. Control of the meeting should be strict, especially if the meeting is large. However, this control
should be democratic most of the time and only strict when control is lost. Groups work better when they
feel ownership of the tasks that are going to be undertaken.
Closing the Meeting
Closing the meeting is just as important as opening the meeting. Make sure
that you retain control as a chair even after the meeting. The group is just
about to break up and we need to show what has been achieved during the
course of the meeting in terms of tasks and objectives.
V0912 P a g e | 21

Learner Guide
To relieve your burden as chair, delegate as many actions as possible and this will:
Relieve a part of your burden

Give participants ownership of their actions
Build the team and
Demonstrate trust.
All actions should be agreed with. Make sure no one tasks on an unrealistic level of work. Schedule
actions to occur ASAP and advise any people who will be affected by any decision.
You may contact them via email or memo. You should:
Summarise what has been said and point the way ahead
What actions should be taken, by whom and when
Test for commitment
Check that everyone is happy with the record of the meeting
Set time and date for next possible meeting
Make sure that the meeting ends positively
Thank everyone for the participation and their efforts.
After everyone leaves, the meeting may be finished, but you still have duties to perform.
Ensure Meetings are within Ethical and Legal Requirements
Ethical behaviour means doing the right thing (Keown et al, 1999, p.18). In
any business it is your responsibility to protect the interests of your employer.
Codes of practice have been written to ensure that employees protect the
interests of the Organisation.
Your organisations code of practice is used to guide employees in how to
have an ethical approach to their workplace practices and decisions. Your
organisation may have ethical codes of practice in the following areas:
Confidentiality
Confidentiality means:
Protecting the confidentiality of customers affairs. As an employee it is important that you do not
disclose any private information about your client without proper authorisation.
Ensuring that people outside the organisation do not overhear confidential information. If you are
on the telephone or using a fax, do not give any information to the caller unless she or he can
verify that they are able to receive the information.
Protecting the privacy of the employer and client
Duty of Care
Duty of care means that your priorities should be to your employer. This means that if you are abuse
your position by divulging confidential information to competitors, then you are not protecting the
interests of your employer.
V0912 P a g e | 22

Learner Guide
Non-discriminatory Practices
Each State/Territory in Australia has its own discrimination laws. In Australia, discrimination is covered
under the Equal Opportunity Act (1984). Workers are also protected from discrimination on a federal
level. The Federal Acts include:
Racial Discrimination Act 1975

Sex Discrimination Act 1984
Affirmative Action (Equal Employment Opportunity for Women) Act 1986
Human Rights and Equal Opportunity Commission Act 1986
Disability Discrimination Act 1992
The main aim of each Act is to protect worker from discrimination in the following areas:
Race
Sex
Marital status
Intellectual impairment
Physical impairment
Compulsory retirement on the grounds of age (is prohibited)
Racial vilification (is unlawful)
These laws apply to every worker in Australia.
Conflict of Interest
Your main loyalty should be to your employer. For this reason, you should avoid any decision that may
affect the interest of your employers business unless a superior is advised as the nature of that conflict.
By fully disclosing this information you are acting in good faith.
If you are not unaware of your organisations code of practice and ethics, you can consult with your
supervisor.
There are also ethical and legal issues that you must adhere to. Ethical and legal requirements include:
Requirements for public meetings certain laws relate to the notification and conduct of
shareholders meetings, particularly annual general meetings. Other laws and rules also affect
the conduct the meetings, such as: Ethical standards Guidelines; OHS; environmental issues;
EEO; IR and anti-discrimination
Codes of practice
Legislation relating to companies.
V0912 P a g e | 23

Learner Guide
Ensure Meetings are Focused, Time-Efficient and Achieve Outcomes

The agenda should be clearly marked allocating exactly how much time should be delegated to each
event. An inability to complete the agenda in the designated time may mean that important issues will
not be addressed. It is important for the chair to ensure that the meeting adheres to the proposed
minutes.
It is also important that the Chair maintains control of the meeting.
Tips for this control can be found below under Problem solving and conflict resolution. If you are unsure
of the policies and procedures of your organisations time management for meetings, you may wish to
check previous files on the meetings that are similar in nature. The historical minutes will give you a
framework in which to set up the times.
It is important that you check the time frames with your Chair or supervisor to ensure that they agree with
the times set. This may mean that you will have to consult with several supervisors to ensure that they
have enough time or to negotiate a time frame that will ensure that all issues are covered.
A good agenda aims to guide its participants, make the meeting efficient and increases productivity.
An effective agenda for a meeting states what will occur during the meeting,
including:
Making sure that the leader or group knows what needs to be
completed during the meeting
Provides the path that the meeting will follow
Reminds you what you should cover if you find that time is an issue.
Facilitating Participation, Discussion, Problem-Solving

and Issue Resolution
Participation and Discussion
Make sure that everyone is relaxed and contributes to the meeting. You can stimulate discussion by:
Clarifying issues
Checking your understanding
Helping others to improve their
understanding
Invite others to question the thinking
Making requests
Exploring ideas
Express opinions
Find fault or flaws

Force the speaker into a corner
Create an adversarial situation
Ask genuine questions and be aware of
the repertoire open to you.
Encourage people to speak by
acknowledging their expertise and
experience.
Types of questions, you may ask include what/where/how/why/at what point/ where exactly/what do you
think.
You can also make statements. These statements can be used to:
Introduce a point
Give information
Temper conflict or confusion
Measure the mood of the group
Provoke discussion.
V0912 P a g e | 24

Learner Guide
Summarising
All meetings go through periods of calm, between or within items. Conversation dries and control lapses,
the Chair should summarise part of the meeting.
Good timing is essential. Dont summarise when the conversation is in full swing: take notes and prepare
for these lulls. There are three main points in any meetings when summarising becomes a useful tool to
guide the conversation:
1. Summarising the items. This can help control the
items.
2. Summarising at the end of items. This will seal an
agreement or clarify exactly what has been agreed.
This is a task that can usually be given to the
administrator, to help clarify what to put in the
minutes.
3. Summarising at the end of the meeting. A brief
summary will remind the group of its achievement and
point the way forward to the actions that will be taken.
Problem Solving and Conflict Resolution
You will always find problems within a meeting. Individuals will object when their individual interests
come into conflict with those of the group. A basic rule is to treat all members of the group equally. Alan
Barker (2002, p.62-3) has outlined problem people and how to deal with them. The following table is an
outline of his recommendations:
Problem People
The Bulldog
The Horse
The Fox
The Monkey
The Hedgehog
Behaviours They May Display

Aggressive, inflexible
Looking for a fight
Out to score points
Liable to attack without warning
Keen but boring
Goes by the book
Intelligent but call talk forever
Crafty
Undermines the meeting
Conspiratorial, whispers a lot
A potential hijacker
Know it all
Point of order expert
Chatters all the time
Swings from idea to idea
Volunteers a lot
Prickly
Whines and Whinges
Despises everyone: may have
been squashed once or twice
Sceptical and defensive
How to Deal With Them

Give them something to deal with
Separate their words from their
manners
Keep cool
Give them a job to do
Summarise and restate their remarks
to obtain a measure of control.
Force them to speak up
Look for their hidden agenda
Set the bulldog on them
Keep control of procedures
Ask them closed questions
Give them something to do
Respect their expertise
Ask them to help
Give them status
V0912 P a g e | 25

Learner Guide
Problem People
The Gazelle
The Frog
The Hippo
The Giraffe
Behaviours They May Display

Timid and retiring
May be young
Liable to run away
A silent worrier
Unwilling to stand their ground
Blabber mouth
Leaps in unthinkingly
Read it
Ill-informed
Wallows
Half asleep
Like mud and not much else
Will agree to anything
Easily distracted
Dreams
Rather sensitive
Will do anything no to fall over
A silent worrier
Unwilling to stand their ground
How to Deal With Them

Ask direct questions
Encourage
Praise
Protect from the bulldogs
Keep to the point

Appeal to the clock
Ignore gaffes
Ask them to do the minutes
Take them out of the mud
Pick on them suddenly
Challenge them
Bring them down to earth

Show respect
Dont trip them up
Protect from bulldogs
Conflict Resolution
Anxiety in meetings is usually caused by meetings. Many meetings have collapsed due to discontent,
fighting and hostility. Do not accept conflict, learn how to handle it.
The guiding principles of conflict are:
Make the purpose of the meeting very clear from the start. If necessary,
write the purpose on a flip chart.
Remember to control the conversation and do not get drawn into the
argument
Do not interrupt
Listen and record the points people make
Dont join in
Turn complaints into objectives
Focus on solutions, not problems
Be a broken record by repeating questions over and over again to tie
points into the objectives of the meeting
Be specific and explicit making sure that all points refer back to the meeting
Focus on action. Draw people away from what has been done and look to what will be done.
There are various other reasons why conflict arises when people:
Have hidden agendas
Good agendas include:
Seeing the meeting as a career investment
Help the chair to be successful
Give the group strength
Encourage participation
Gain agreement for you own plans
Poor Agendas Include:
Playing Power Games and political games
Hijacking the meeting
Encouraging Groupthink
V0912 P a g e | 26

Learner Guide
If you are unable to identify the hidden poor agenda, you will be unable to remove it or at least use a
tactic that shows that you recognise it. Acknowledgement may stop the hidden agenda itself. Do not let
your suspicions become paranoia. By turning the search for the hidden agenda into a witch-hunt, you are
creating your own hidden agenda. Below are some ways of dealing with these poor agendas.
Play power games and political games
Political and power games are a normal part of business. Do not allow power and political games
to dominate the meeting. You can avoid this by maintaining control of the meeting.
Like to hijack
Hijacking is a severe loss of direction, which occurs when a private agenda attempts to take over.
It may involve a conspiracy. A hijack usually means that an important issue needs to be taken
care of.
Participate in groupthink
Is the drive for consensus at any cost that suppresses
dissent and appraisal of alternatives in cohesive decisionmaking groups
To counteract a groupthink:
Challenge the collective decision making and appoint
decision owners
Appoint one person to act as devil's advocate
Pursue disagreements in an orderly way
Invite outsiders or new group members to kick start change
Examine procedures of the group.
Problem Solving
All meetings involve problem solving. Problem solving skills are the key to success.
Tudor Rickards, in his book Creativity and Problem Solving at Work (1990), proposes a set of five
problem types:
1. One right answer problems It is assumed that one problem has one solution. This is rare
because as time continues and problems are redefined, then solutions will change
2. Insight problems Where the answer is discovered, not solved.
3. Wicked problems The answer to a problem is not validated until it is tried out
4. Vicious problems generate solutions that pose even greater problems
5. Fuzzy problems have unclear boundaries, making them difficult to solve.
You need to be able to determine who owns a problem, so that they can lead the problem solving
session:
Who is the person most motivated to solve the problem?
Does she or he want to do something about it?
Does the problem have an owner?
Once this is solved, you will need to categorise the problem into
Presented problems are the ones that are presented to us. We have no control over them.
Constructed problems are challenges we set ourselves
V0912 P a g e | 27

Learner Guide
Once we know this information, we can then solve the problem. The dynamics of problem solving
include:
Structuring the problem which occurs in three stages
1. Identify the problem
What is the current situation?
Does a gap occur between this situation and a more
desirable one?
Are we certain that we do not already have a satisfactory
category means of closing the gap?
Once you have answered these questions, you can continue to
the next stage.
2. Think about the problem
Now the problem has been identified, you can now use tools and techniques appropriate to the task.
Puzzles a problem that is not your responsibility, but you can assist in
solving it
Headaches pain shows that we are no longer outside the problem. You
may not be responsible, but you are being affected by it. You can deal
with it in two ways, relieve the pain or eliminate the problem. A good way
in which to relieve the pain is to minimise stress
Planning problems is a constructed problem. Work out your plan
backwards from your objective, rather than forwards from where you are
Creative problems the problem is not identifiable, so you may need to
use a creative solution to resolve the problem
Make sure that to resolve creative problems you follow:
Realistic courses of action that we might consider applying immediately or putting to one side
as a fall back solution
Embryonic ideas needing development to become feasible
Implausible ideas vague, nonsensical or seemingly impossible.
3. Develop the solution means:
Identify the positive aspects of the idea
Now list the aspects that are negative or problematic: weaknesses,
shortcomings, risks and dangers
Finally, list the interesting aspects of the idea: implications arising
from it, the consequences of implementing it, how it will affect other
people and the possible spin offs.
To strengthen the solution, do a how/how analysis which allows us to:
See alternative courses of action
Sift feasible courses of action from implausible ones
Identify recurring actions, or detailed actions that will accomplish
more than one step
Work out an action plan.
V0912 P a g e | 28

Learner Guide
Briefing the Minute-Taker

The minute taker should be briefed on how they will record the minutes of the
meeting. For a formal meeting, once the minutes are signed by the
chairperson, they can never be altered. Before every meeting, the minute
taker should be thoroughly briefed in how to take notes for the meeting.
Minutes do not include every word of the meeting, but a brief summary of
event. Minutes are a record of facts, decisions and agreed actions. Your aim is
to keep the minutes as brief as possible. Make sure that you know from the
start exactly what is expected of you.
Skills of effective minute takers include:
Active listening
Critical thinking in order to decide what needs to be recorded
Accurate and concise writing using easy-to-understand language
Objectivity
The ability to maintain confidentiality
Good grammar, punctuation and spelling
The ability to understand prescribed editing marks.
Recording the Meeting

There are a range of tasks the minute taker must carry out during the meeting:
Ensure that people sign in at the meeting, this is particularly important when a quorum needs to
be established.
Ensure everyone has a copy of the agenda and the previous minutes
Receive and report apologies
Ensure papers to be discussed and past minutes are available at the meeting
Record the proceedings
Alert the Chair to procedural issues
Ensure minutes are signed by the Chair (once agreed) and are filed away.
Responsibilities for Different Types of Meetings
Type of Minutes
Explanation
Informal Minutes
Small groups sometimes prefer to operate more informally. However, minutes

are still a vital component of the meetings. Minutes will report what occurred at
the meeting for future reference, summarise the actions taken, the action
planned, the people responsible and any deadlines.
Action Minutes
Action Minutes are best suited for one-on-one meetings that operate in a
purely conversational manner. They can be written in point form. Minutes will
identify the person or persons responsible for future actions and set time limits.
During these informal meetings the minute taker will most likely be involved in
the meeting.
Formal Minutes
During formal meetings, decisions are reached through motions. Motions are
proposals placed before the members for debate and voting. These must be
recorded verbatim.
When you are organising the minutes of a formal meeting, they follow the
same organisational pattern as the agenda.
V0912 P a g e | 29

Learner Guide
Transcribing the Minutes
Do you want to avoid hand cramps from writing minutes? Dont worry, you are not alone. Not many
people know that you do not have to have a running commentary of every word spoken during the
meeting. Minutes should be basic information such as who is assigned what responsibilities.
As a minute taker, it is your responsibility to mark off attendance and introduce people who do not know
each other. During the meeting outline what is happening during the meeting and focus on
understanding what is being said, who is being assigned what task for the next meeting.
You should write the minutes as soon as you can so the information is fresh in your mind. The minutes
should follow the agenda exactly, with identical numbers and item headings. Minutes should include:
Name of the meeting

The venue, time and date
The names of the Chair, administrator and participants
Apologies for absence
Previous minutes agreed and signed;
Matters arising;
Summaries of each item
Summaries of submitted reports
Motions and amendments
Voting numbers
Proposers and second motions
Decision reached
Actions agreed, time and deadlines
Venue, date and time of next meeting
Date of completion and at least one signature, usually the
Chairs.
It is very important that notes are transcribed correctly. Failure to transcribe notes correctly can lead to
costly loses. The losses can:
Come from incorrect actions. These incorrect actions can incur losses in productivity
Incur expenses for changes that will not occur
Impede the records of the organisations history
Cause confusion amongst staff.
If a decision happens that affects staff and the decision is passed on to staff incorrectly the decision can
cause conflict and confusion, especially if it is contrary to the organisations culture.
Meeting minutes should be formatted in accordance with your organisational procedures and meeting
conventions. Your organisations policies and procedures will give you a clear idea of your requirements.
You should, however confer with the chair before the meeting to confirm matters in regards to the style
and layout of the meeting. For various examples of minute layouts and styles, type minutes into your
search engine on your computer for minutes of meetings shown of the internet. Make the layout as
attractive as possible. Allow a wide left margin and plenty of space between items. Highlight actions to
be taken.
V0912 P a g e | 30

Learner Guide
Constructing a Minute
The most effective minutes are carefully planned and laid out. Think of
constructing your minutes, rather than simply writing them. You should:
Put the minutes in context by telling readers why they are at the
meeting and briefly outline how the matter arose
The discussion should include:
Recent events
Dates and place names
Names of people met or interviewed
Sums of money
Legal necessities
Agreements or contracts
Policies
Documentation
Names of departments or other organisations.
A summary of the decision should be agreed upon and outlined. Summarise as briefly as
possible
Action what is to be done and by who. You should highlight these actions. Make sure that the
minutes satisfy everyone that attends.
Make sure that the minutes have:
Well structured sentences and paragraphs

Sentences no longer than 25 words long
No unnecessary dialogue and passive verbs
Should be written in the past tense
Should not use ambiguous wording that is vague.
Tips for Recording Minutes

These tips apply where the minute-taker is writing in longhand or using a laptop:
Have a copy of the agenda with you and follow the same format
Number pages to avoid confusion
Write in full sentences if possible, but use shorthand for certain word, eg. mtg rather than
meeting
Dont be afraid to interrupt if you did not catch a name or statement correctly
Use standard phrases or conventions that clearly convey what happened such as:
The meeting agreed to

Lively discussion followed where it was agreed that
The following questions were raised
There was disagreement from this point and participants put forward the following
suggestions:
Be objective dont include your own opinion

Focus on action items not the discussion
Additional documents should be attached in an appendix or an indication given of their location
Write up the minutes as soon as possible after the meeting while the information is still able to be
recalled easily.
V0912 P a g e | 31

Learner Guide
Example of Completed Minutes
Admin Meeting Minutes
Date
Tuesday 18th November 2008
Chair
Tracy Borg
Minutes
Tracy Borg
Start Time
10:00am
End Time
10:40am
Attendees
Tracy Borg, Melissa Arnold, Linda Tyas-Riddle, Elisse Smith
Topic
Responsibility Action By
Policies and Procedures
Are there any Policies and Procedures that need to be reviewed?
Action:
1. Procedures for Internal Record Keeping to be updated
2. Evidence Requirements to be updated
3. Workplace Evidence Guide for Workplace Coaches to be created
4. Review Policies and Procedures annually.
5. Report to be completed on to date Policies and Procedures Review
Training Delivery Issues

Are you experiencing any issues with the learning materials?
Action: N/A
Assessment of the Units and or/modules
Are there any issues or problems with the assessment materials?
Action:
1. Ensure that there are 3 forms of evidence collected. Can include RebelUni,
Q&A, Supervisor Checklist, Discussion, etc.
General Business
No General Business discussed
V0912 P a g e | 32
ES
LTR
MA
ES
ES
30.11.2008
23.11.2008
30.11.2008
Ongoing
30.11.2008
N/A
N/A
LTR
Ongoing
N/A
N/A

Learner Guide
Following up Meetings
Checking the Accuracy and Format of Meeting Minutes
Meeting minutes must be reviewed once they have been transcribed. The minute taker should check that
no further information is required and that the spelling and grammar is correct.
The minute take also needs to know when the minutes are required to be distributed so they can factor
in to the timeframe the time it will take to transcribe them, make any amendments, re-check them before
distribution and include any other material that needs to be sent with them.
A draft of the minutes should be submitted to the chair for approval, prior to them being sent out. The
following are what to check for when preparing the draft copy of the minutes:
The minutes for the organisations meeting minutes template

The date, venue and purpose of meetings are listed correctly
All names are spelt correctly
Correct grammar and punctuation is used
The minutes are concise, even though the notes may be full, be brief and to the point when you
write up the minutes.
Legal regulations are adhered to in respect to confidential information
Motions are worded correctly
All details are correct
Follow-up action items are clearly recorded and the person responsible and by when they need
to have it completed are clear.
Making Amendments
When advising the minute take of any amendments that are necessary, use conventional editing marks.
Amendments may be in regard to:
Accuracy of the minutes, including discussion, decisions, voting, seconders or actions to be taken
Customary, legal and regulatory requirements
Format and style
Spelling and grammar.
Any amendments should be made by the minute taker prior to circulating the minutes.
Distributing and Storing Minutes and Other Follow-up Documentation

Most organisations have their own timelines for the distribution of minutes. It is important that these
guidelines are followed to allow management and/or staff enough time to action a change. An inability to
meet time frames can have a far reaching effect on the organisation. These affects could arise from:
Customer satisfaction may be impeded due to an organisations ability to respond fast enough
Productivity could decrease due to incorrect feeding of information.
Time Management
Time management is one of the most effective keys to prioritising and meeting ensuring that you
complete the items laid out in the agenda. If you cannot control the meeting time, then you will be unable
to complete all of the items on the agenda and you will fall behind in the tasks.
In a globalised world economy time is money and we seem to have so little of it. If you do not keep to a
schedule and do not complete a task in the required time, you will have trouble keeping up. You may
also lose your credibility as a Chair if you cannot complete a task on time.
V0912 P a g e | 33

Learner Guide
Rules for Time Management:
Plan solid blocks for everything
Classify all of your activities
Establish priorities.
To be effective, you need to have time management rules and then ask yourself
the following four questions. If you can answer these questions with a yes, then
you may need to manage your time in a different way:
Is the agenda so tight that you have problems meeting deadlines?

Do meeting participants make it hard to keep within the timelines?
Does the agenda have no room for flexibility?
Is it difficult for you to say no?
There are several effective techniques that you can use to ensure that you complete the tasks on the
agenda. They are:
Do the tough part first

Look ahead
Follow the schedule
Avoid useless distractions
Start now.
Look ahead
Do not procrastinate.
Questions to Ask Yourself:

?
?
?
What am I doing that I dont have to do at all?

What am I doing that can be done better by someone else?
Am I establishing the right priorities for my activities?
If you believe that you need help with any of these questions, you should talk to team members who are
familiar with your job. If you are unsure of who to speak to, ask or consult with your supervisor or team
leader.
Storage and Archiving Meeting Minutes
You must make sure all meeting minutes are stored securely and
appropriately. Storage methods will vary between organisations,
some will keep paper-based copies in filing cabinets or folders,
while others may only keep electronic records.
It is important that only those that should have access to the
meeting minutes know where they are filed/saved.
You should also ensure that the files are named according to your
organisations procedures. This may mean that they are named as
relevant to the meeting and then have a date in the file name if it is
a re-occurring meeting. Eg: Board Meeting Minutes 080712. (The
date is 8th July 2012).
However they are stored, it must be easy to retrieve them if required.
V0912 P a g e | 34

Learner Guide
Reporting Meeting Outcomes within Designated Time Lines

After a meeting has been finalised, it may be your responsibility to report the outcomes of the meeting to
a relevant body such as a project committee, your senior management group, or your team as below:
A management meeting may have made a resolution that you need to disseminate to team
members
You may need to distribute the annual general meeting report to shareholders
You may need to let staff know of the decision made concerning the purchase of a new
dishwasher for the kitchen.
Whatever the outcomes or decisions made at the meeting, they must be communicated to the relevant
people as soon as possible. You may find it useful to highlight each outcome from the minutes and
identify the necessary follow up.
The following example demonstrates how action items are reported to a customer service group:
The Customer Service Manager at a regional call centre calls a meeting for his customer service staff to
discuss several concerns raised by customers over the last three months. The meeting is very useful as
he is able to gather input from all the staff, discuss alternative perspectives and develop a range of
action items that all call centre staff should implement as a matter of urgency.
The meeting outcomes are reported on the minutes and distributed in paper form to those who attended.
The Manager is away of the importance of this communication and doesnt want it to get lost in the usual
paperwork that accumulates in the office. So, he decides to post the action items on the intranet so all
relevant staff can access the outcomes immediately.
V0912 P a g e | 35

BSBADM502B Manage Meetings - LR

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BSBADM502B Manage Meetings - LR

Uploaded by

Copyright:

Available Formats

BSB51107 Diploma of Management