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Office meeting: the secrets of effective conduct. Documenting the activities of collegiate bodies Types of collegiate bodies

If the decision on the organization of work and the fulfillment of the tasks set is taken by the partnership (a group of officials or authorized persons) at a general meeting (conference), then such management is called collegial. That is, collegial bodies are bodies in which fundamental decisions are made on the principle of voting by the majority of its members after a preliminary discussion, taking into account all the comments made. With such management, control is exercised not by one person, but by a part of the partnership, each member of which has equal rights and bears personal responsibility.

The principle of collegiality is used in the work of all branches of government: legislative, executive and judicial. Political parties, commercial and non-commercial organizations are guided by the same principle.

Causes

Collegial bodies are authorities that were created in connection with the need to eliminate various errors in the decision-making process. In addition to collegiality, it is connected with other points:

with the vital need for the formation of legislatures and the judiciary;
that the interests of all parties are fully taken into account;
so that there is no temptation to carry out arbitrariness and lawlessness.

That is, collegiality acted as a counterbalance to unity of command and was a protective mechanism against the human factor.

Varieties

Legislative collegiate bodies: Parliament, Senate or National Assembly; judicial: Council of Judges (Supreme Judicial Council), High Qualification Board of Judges; executive bodies: the Cabinet of Ministers, the Council of Ministers, the Council of the Ministry, Municipal Council international collegiate bodies: Council of Foreign Ministers of the CIS, North Atlantic Council.

An exception is the Armed Forces (practically of any country), the principle of which is unity of command. Collegiality can take place (for example, in, but it is exclusively advisory in nature. In the Armed Forces of Russia, the only collegiate body is the Court of Officers' Honor, which stands to protect the honor and dignity of officers. Members of this body develop certain decisions within their competence. The commander of the formation does not he cannot influence the adoption of these decisions, he only has the opportunity to appeal against them.

There are areas where collegiality may not necessarily be expressed by the presence of one or another collegiality. Decisions about the problems that have arisen are made at workshops organized as needed. Such a system exists, for example, in education, health, business, sports, as well as in religious administration.

How the work is organized and what is included in the powers

How are the activities of collegiate bodies (COs) organized? What is included in the range of their powers?

Duties of the collegiate body:

promote the implementation of interaction between the heads of various departments;
to bring to the attention of the participants of the meeting about the decisions taken in the current situation;
clarify and improve the methods of implementation of decisions;
contribute to the improvement of personal relationships between members of the collegial executive body.

The functions of a collegial advisory body (for example, expert council, committee), which does not replace the work of specialist experts, but complements it:

study in depth any issue and present a conclusion about its essence;
coordinate actions to combine the knowledge of several specialists on a specific problem.

The activities of the collegiate body, whose powers include making final decisions, are relevant if there is no line management to perform this function or if it needs help in making particularly responsible decisions.

The work of the collegial authority that controls the process of implementation of decisions is aimed at different types activities of organizations:

strategy and policy (generally);
management and administrative actions;
activities of executors who are engaged in the implementation of approved decisions.

How is the final decision made?

A common decision is developed through lengthy discussions, during which everyone comes to a consensus (that is, the final decision is made by a simple majority of votes). The advantage of the majority strategy is that it is quite simple and obvious. The downside is the fact that the minority remains unheard.

documented common decision consists of two parts:

The first part is a statement of the fact of the existence of a certain issue, as well as an analysis of the situation that has developed in connection with this.
The second part includes a list of measures that need to be taken to resolve the existing problems, with the obligatory indication of those responsible and the deadlines for their implementation.

The draft final decision can be written in advance, corrected during the discussion, and then adopted at the meeting as a whole. The decision taken is reflected in a regulatory document (for example, in an order or instruction).

Advantages

The main advantages of the work of a collegiate body:

the fact that a group of people works together (after all, collegial bodies are partnerships);
there is a clear coordination of all services;
different points of view on the same problem are discussed, as a result new ideas are born;
such work contributes to the creation of conditions for the training of young, novice leaders;
ensures the stability of the organization due to the fact that in the process joint work managers are aware of the problems of the services with which they have to contact.

Factors affecting the effective work of collegiate bodies

In order to significantly increase the efficiency of the CO, it is necessary to pay attention to some points:

The duration of the meeting should not exceed 45 minutes (1 academic hour). Do not be led by those who like to waste time.
It is necessary to prepare in advance a list of issues that will be submitted for discussion.
The productivity of work largely depends on the number of participants: the size of the collegiate group should not exceed 10 people (and be at least 5 people).
It is necessary to competently prepare for the meeting: organize the distribution normative documents, notify all interested parties about the date and time of the event.
Establish the rules of the meeting.

Executive collegiate body

Fundamental aspects of the activities of the executive collegial body (ECB):

At the head of the KIO is the chairman.
Only an individual (not a legal entity) can be a member of the collective executive body. Moreover, if he is not a member of the company, he can take part in the meeting, having only an advisory vote.
Decision-making and organization of work are at the discretion of the members of the collegiate body.
All decisions are made by a majority vote, and in case of a tie, the chairman has the casting vote.

Each member has the right to one vote.
If necessary, committees can be formed from among the members of the collegial executive body, which will deal with specific problems.
In the Board of Directors, members of the CRO should not constitute a majority in terms of number.
The determination of the number of members of the collegial executive body depends on the total number of employees of the company: for example, with a staff of 30-40 people, the collegial body has up to 5 people.
The TIN of the collegiate body includes the TIN of all founding members. This means that only after each of the founders has received their individual TIN, can a full TIN of the organization be compiled.
The duration of the existence of such a body is 1-5 years. After this period, the powers may be renewed either at a meeting of the board of directors or at a general meeting. At the same time, the procedure for approving a new composition may also take place.

Finally

So, collegiate bodies are bodies whose job is to make objective and reasonable decisions regarding the activities of the organization. Collegiality, as well as the involvement of competent persons in the work, make it possible to reduce errors to almost zero and bring the quality of decisions to a high level. In order to avoid abuse of powers, the functions and competence of each such body should be regulated by the Charter of the organization.

Management of different companies or the entire state is carried out not by one person, but by a group of persons, for which collective bodies are formed. They can be used in different areas activities, and also have a variety of parameters. A collegial body is a specific group of specialists with education and experience in specific area who manage the trusted agency.

Advantages of this type of control

A collegial body is a fairly common way of managing various companies or government agencies. The advantages of using this method include the fact that several specialists work together, which allows you to make really correct and rational decisions.

It is necessary to understand not only what a collegial body is, but also what types of it exist, as well as what features they have.

This management method is considered the most effective if the members of such an organization have the same education, similar thinking, and they are approximately the same age. Therefore, economists and managers, as well as employees of various services with relevant work experience, are united in groups.

Often, on the contrary, a collegial body is formed, which is based on an association of people who have different points of view on a particular issue. This leads to disputes, on the basis of which the most correct and effective decisions can be made.

There are several types of such advice, and all of them have their own purpose and features.

Deliberative

Such a collegial body is a variety of collegiums, or commissions. They are most commonly found in public institutions. Numerous questions are being considered by experts:

options for making various management decisions;
discussion of all issues related to the work of a particular organization;
knowledge of various specialists is accumulated, as well as numerous opinions are collected, which allows, through collective experience, to find the best solution any task;
the interests of each group are taken into account.

The advisory boards do not make any decisions, as their task is only to discuss various issues, as well as to provide advice or recommendations. The head of the existing institution makes a decision based on the information received.

Manager

Such a collegial body is a special council designed to manage the institution. All decisions that he makes are binding, but they must not violate the Charter of the organization.

Most often, such governing boards are formed in numerous public educational institutions.

informational nature

Such a collegial body consists in the formation of special councils, where the heads of different departments share information. At meetings, the heads of numerous departments of one company contact.

The head of the firm informs the rest of the participants about various difficulties, specific issues, decisions made or important events. It is allowed to specify measures for solving various problems.

This advice is usually used when there is large companies with a wide variety of subdivisions.

controlling

This organizational link usually acts as a body allowing the adoption of certain decisions, and it is preliminary assessed whether they correspond to the requirements and capabilities of the entire organization.

Control can be exercised over different directions of the firm's operation, so it may refer to decisions relating to general policy of operation, to acts of management, to administrative actions, or to executive activities.

Executive

Collegial executive agency- This is a special council with directive functions. It can be used in a commercial or non-commercial field. The procedure and features of its functioning should be regulated in the Charter of the company, but at the same time they should not violate the law in any way.

Often, the founding documentation indicates the need to form an executive collegiate council, and in this case it is elected at a meeting of the founders.

Collegiate meetings are usually represented by executive meetings. At the same time, a Chairman is certainly appointed for them.

Collegiate authorities perform various functions, which include:

management of a specific organization, which may be commercial, non-profit or government;
protecting the interests of the company;
making various transactions based on the data contained in the statutory documentation;
issuance of powers of attorney;
issuance of orders, on the basis of which employees can be fired or specialists can be hired, and various sanctions can be applied, and they can be not only negative, but also positive.

Other functions may be performed if they are provided for by the Charter of the organization.

How are decisions made?

The collegial executive body is a special council consisting of several specialists, so decisions are made by them jointly.

To this end, relevant meetings are held, and the period during which they are held is determined by the board of directors. All members of one body have one vote, and it is not allowed to transfer it to other persons.

How many participants can there be?

Collegial can consist of a different number of members, and it depends on the number of employees in the organization.

How more workers in a firm, the more members the board can consist of. If the company employs approximately 50 specialists, then the collegiate body includes 6 people.

Only major company executives represented by directors or managers can become members of these bodies, and the general director himself is also necessarily included here.

The nuances of the work of state bodies

Different state organizations in most cases are represented by collegiate bodies. They work on the basis of various principles, which include:

taking into account the content of the Constitution;
the rights of citizens are a priority, therefore all decisions must be made in such a way that they are not infringed in any way;
the principle of publicity implies that all decisions made are open to the public;
by all means, only qualified and experienced professionals in various fields act as members of such a body;
in the work of such organizations, unanimous decision-making is combined with collegiality;
the principle of hierarchy assumes that such bodies can be located at different levels of state power.

Thus, collegiate bodies are represented by special councils with numerous functions. They are divided into several varieties, and each type has its own purpose and features. All decisions are made exclusively by voting, therefore, due to the difference in opinions of various specialists, it is possible to achieve high and necessary results.

2. GOST R 6.30-2003 Unified documentation systems. Unified system of organizational and administrative documentation. Requirements for paperwork (put into effect by the Decree of the State Standard of Russia dated 03.03.2003 No. 65-st).

3. Regulations on the Unified Commission for placing orders. Approved by order of the Roskomnadzor Department for Astrakhan region dated 01.02.2010 No. 29.

4. Regulations on the commission for the acceptance and disposal of fixed assets, intangible assets, write-off inventories Ministry of Finance Russian Federation. Approved Order No. 197 dated April 15, 2010.

5. Regulations on the Scientific and Technical Council of OAO Gazprom. Approved Order No. 58 dated August 6, 2004, as amended by Order No. 143 dated May 26, 2009.

6. Regulations on the Academic Council of the Moscow State Institute of Electronics and Mathematics ( technical university). Approved decision of the MIEM Academic Council on November 15, 2005, No. 3.

7. Decree of the Government of Moscow dated 06.05.2003 No. 322-PP (as amended on 07.26.2011) “On administrative commissions for cases of administrative offenses in the city of Moscow.

8. Order of the Ministry of Education and Science of the Russian Federation of October 14, 2009 No. 406 “On approval model provision about the performance evaluation committee scientific organizations performing scientific research, experimental design and technological work for civilian purposes, and a standard methodology for assessing the performance of scientific organizations performing scientific research, experimental design and technological work for civil purposes.

9. Model regulation on the commission (authorized) for social insurance. Approved FSS RF 07/15/1994 No. 556a.

10. Model regulation on the committee (commission) for labor protection. Approved order of the Ministry of Health and social development RF dated May 29, 2006 No. 413.

11. Federal Law No. 14-FZ of February 8, 1998 (as amended on December 6, 2011) “On Limited Liability Companies”.

12. Federal Law No. 208-FZ of December 26, 1995 (as amended on November 30, 2011) “On joint-stock companies».

To collegial management bodies (in terms of federal laws"On Joint Stock Companies" and "On Limited Liability Companies") include: general meeting shareholders or participants, board of directors (or supervisory board), collegial executive body (management board, directorate).

Management involves the skillful use of existing patterns, the creation of a well-thought-out system of relationships.

Management of a preschool organization (hereinafter referred to as DO) is a targeted impact on the teaching staff, and through it on the educational process in order to achieve maximum results in the quality education of preschool children.

In accordance with clause 26 of section 2 of the Model Rules for the Activities of Preschool Organizations (approved by the Decree of the Government of the Republic of Kazakhstan dated May 17, 2013 No. 499) management of preschool organizations is based on the principles of unity of command and collegial management.

Collegiality - the principle of management, in which leadership is carried out by a group of persons with equal duties and rights in resolving issues within the competence of this body.

In the deliberative form, collegiality involves a collective discussion of issues and the development of recommendations on a particular issue. Decisions made by this body are generally more correct, accurate and objective.

Collegial governing body does not order, but decides and contribute to the stability of the organization.

According to the Charter of the DO (hereinafter - the Charter) management of activities of subsidiaries carried out in accordance with the current legislation of the Republic of Kazakhstan, and management- a director who is appointed and dismissed by the founder.

The management of the upbringing and educational process of distance learning has become much more complicated due to the increased requirements for the organization of the pedagogical process. Success in this work largely depends on the level of leadership on the part of the director, the ability to correctly implement the functions.

The forms of collective management in accordance with the Charter are

council of DOs;
pedagogical council;
board of trustees.

These forms of management ensure the unity of the management system as a whole, determine the strategic direction of development of the DO, all its divisions.

In DO, a model of the management structure has been created, where each subject has its own purpose, specific goals, duties.

rational distribution functional duties in management will allow

Make the most of strengths teachers, to form a core within the team, which consists of competent, authoritative, mutually respecting employees;

The head to delegate part of his powers and functions to the members of the team.

DO Council(hereinafter referred to as the Council) - form of state-public management of education, is a representative body operating on the principle of a democratic parliament, it represents all groups of participants in the educational process .

The management model of distance education, where from the state monopoly principle they are moving to the principle of co-management by the state and society, in practice works in such a way that it is the managing organizations of education that determine the goals and development strategies, develop activity programs, coordinate them with all participants in the educational process and make decisions on them. implementation. It can be concluded that the Council in this model is a strategic management body, and the director is a strategy implementation manager.

The Council should simultaneously deal with different problems concerning the organization of the life of children in preschool education, to participate in strategic planning and help solve everyday problems. As a result, in order to optimize the work of the Council, commissions or working groups can be created, which are entrusted with the preparation of decisions on individual issues or are given the authority to plan and implement decisions already taken.

Commissions and working groups- these are forms of structuring the activities of the Council of DOs.

Through these structures, the council of the DO carries out a horizontal distribution of its activities in the areas determined by the Charter. At the same time, it also carries out a vertical division of its activities, assigning advisory powers to commissions and working groups.

To solve operational or project tasks that are not within the competence of the established commissions, temporary working groups. For example, working group can be organized to create a program for the development of DL, training open event(“Open Days”, charity fair, etc.), a project for participation in competitions, etc.

Can be created standing committees: financial, educational, organizational and legal, work with parents and the local community.

Commissions or working groups act independently according to their own schedule of work, but the results of their work are regularly presented at meetings of the council. After discussing the issues prepared by the commission or group, the council takes the necessary decisions.

In order to avoid making incompetent and unlawful decisions, the council may involve assistants, which may be employees of DOs, parents, lawyers, financiers and other specialists who are ready to advise and provide practical assistance.

Pedagogical Council - a council of professional teachers on the educational process, making a joint decision related to the coordination of specific issues and pedagogical tasks. It is the main governing body of the educational process .

Target: to unite the efforts of the DO team in order to increase the level of the educational process.

Tasks:

implementation public policy on education;
level up educational work in DO;
introduction into practice of the achievements of pedagogical science and best practices;
discussion and choice of forms, methods of the educational process;
organization of experimental work in DO;
determination of directions of interaction with the microenvironment.

A prerequisite proper organization of all work in DO is a combination of collective leadership and personal responsibility for their work of each employee. At meetings, teachers come to a unified decision to improve the educational process, certification of teachers, organization of experimental and research work. The pedagogical council determines the prospects for the development of distance education. Decisions made must be implemented by all members of the team. Execution is controlled, recorded in the protocols, the execution of which is subject to certain requirements.

The number of decisions to be made is not limited, it all depends on the agenda, therefore, if it consists of 5 items, then there should be the same number of decisions. For one of the questions, you can make several decisions or group them into one.

The final word is the most important stage of the work. It should be short, specific, contain constructive suggestions. It is not always justified to include minor issues of a domestic, economic and organizational nature in it. These issues need to be discussed at meetings. Topics submitted to the pedagogical council, the nature of their consideration reflect the level of leadership of DO.

The Pedagogical Council helps in the formation of a team of like-minded people, creates conditions for the analysis and evaluation of existing attitudes and principles in accordance with the requirements modern science and best practices.

In order for the pedagogical council to become a governing body, and its decisions to be effective and conducive to improving work with children, each meeting must be preceded by a detailed preparation of all its participants. The organizing council or the entire teaching staff needs to analyze their activities in order to come to the meeting with the appropriate conclusions.

A decision made within the competence of the pedagogical council and not contrary to the law is mandatory.

Board of Trustees- a public form of management that unites on a voluntary basis all those who are interested in the development of DL . Contributes to the formation of sustainable financial off-budget fund development, promotes the organization and improvement of the educational process, monitors the targeted use of donations, ensures public control for compliance current legislation rights of pupils, parents and teachers. It's not just support and funding, but a dialogue with the authorities on behalf of DOs and a dialogue with DOs on behalf of civil society.

The composition may include parents (legal representatives) of pupils, teaching staff of preschool educational institutions, representatives various forms property. The activities of members are carried out on a voluntary basis.

Board of Trustees is involved

in the discussion of the Charter and local acts relating to interaction with parents, considers issues of making changes and additions to them;
in hearing the reports of the director on the creation of conditions for the implementation of the educational process in DO;
in reporting teaching staff, nurses on the state of health of pupils, the progress of the implementation of general educational programs of preschool education, the results of the readiness of pupils for schooling;
in considering reports, information from representatives of organizations interacting with DOs on education and health improvement of children, including on checking the state of the educational process, compliance with the sanitary and hygienic regime of DOs, protecting the life and health of pupils;
in planning and implementing work to protect the rights, freedoms and interests of pupils and parents during the educational process in DO;
in ensuring the safety of all participants in the educational process, assists in organizing joint events with parents (legal representatives): parent meetings, clubs, "Open Days", subbotniks, etc.

In addition, decides on the promotion, awarding thank you letters the most active parents and assists DOs in attracting additional resources from non-budgetary sources, mainly through voluntary charitable donations in property or cash form of legal and individuals, makes proposals for improving the educational process.

Thus, the organization of the activities of forms of collegiate management will ensure the development of state-public principles of education management at a new level.

Hours of debilitating office meetings are not a myth, not a grotesque and not heroes of jokes. The realities of today's life are such that up to 50% of working time is spent on empty chatter that does not bring any results. The accelerating life dictates new rules for office culture, holding quick and productive meetings is part of corporate ethics.

What is a business meeting?

Can a five-minute meeting, a planning meeting, a meeting be classified as office meetings? What are the goals of this format of collegial work? What are the generally accepted methods for conducting it and how to achieve the highest impact after the end of the meeting?

A business meeting is a format of work in a company, pursuing the goal of regular planning and monitoring the execution of the planned tasks of all services of the organization. This effective tool personnel management and receiving quick feedback from employees. True, this tool works successfully only in the capable hands of a competent leader.

Before introducing such a form of communication with employees into working mode, an appropriate order is usually issued, which each participant in the meeting receives against signature for review and implementation. The body of the order indicates the goals, objectives, time and dates of business meetings, as well as the list of participants, the rules and structure of the agenda.

The general purpose of holding business meetings is to involve employees, services and divisions, both managers and line personnel, in the management and decision-making process.

Business meetings include planning meetings, operational meetings, five-minute meetings, at which the vector of development of the company as a whole is agreed upon and tactics and strategy of the enterprise are developed, specific tasks are set. At planning meetings, current issues are resolved, a kind of reminder, a reconciliation of the general course. Operativka - a quick meeting to resolve some problem or conflict situation in the team. the main objective business meeting - setting and solving new problems.

If a company begins to get confused about these concepts, the efficiency of working hours will steadily go down.

The main mistakes during business meetings

An ineffective meeting betrays the immaturity of the leader and / or the organizer of this format of employee communication. In any business, experience and skills are needed that can convey the general line of the company to employees and get the most out of them.

The main signal of the inept conduct of the meeting is mutual dissatisfaction with the results: the leader is waiting for response from his subordinates, who, in turn, want to get the best profitable terms for myself. However, at the same time, at the meeting, no one, with anyone, agrees on anything.

At the same time, office disease develops - a hypocritical image of interested participation in business meetings, which, in fact, are empty chatter, a discussion of office gossip. For hired employees, such events are entertaining in nature, there is another opportunity not to work, not to perform daily routine duties.

Quite often, after such regulated chatter, the manager begins to demand results from employees, a conflict of interest occurs, followed by dismissal employees sometimes entire departments.

One of the most common mistakes during business meetings is the unstructured presentation of the decision of the head, when instead of brainstorming, the top manager makes excessive demands, and the team, unable to fulfill them, in turn puts forward reasons why the offer cannot be met.

This happens because often the leader himself does not know what he wants, and does not look for ways to achieve the desired results.

Secrets of Effective Meetings

In order for the meeting to be held with the highest efficiency and bring significant results, the initiator of this collegial form of work needs to know some secrets.

Setting the purpose of the meeting. Every business starts with the right goal setting. Before gathering employees for a business meeting, the organizer needs to answer a number of questions:

The feasibility of holding a meeting;

Correct regulations and exact topic;

Markers by which it will be possible to judge the effectiveness of the event.

The leader is a strategist who is able to set a clear and specific task. Subordinates are specialists who know what tools to use to implement the tasks.

Appointment of persons responsible for the meeting. Any business meeting takes place according to the standard laws of the genre - first, thorough preparation is carried out, the appointment of persons responsible for inviting employees, for collecting expectations and suggestions, leading each agenda item, performers and secretaries, fixing the stages of the meeting, filling out minutes and reports.

Optimal selection of participants. The success of the meeting largely depends on those who will take part in the business meeting. It is unacceptable to involve incompetent employees in such events who are able to take the event in the other direction. The selection of specialists who are ready to discuss issues raised at a business meeting must be entrusted to a competent organizer-strategist.

Establishing a regulation. A business meeting, depending on the issues being addressed and the size of the company, usually fits within the standard duration - from thirty minutes to two hours. The planning meeting should end in five to ten minutes, and the operative - within forty minutes - an hour.

Preparing a meeting plan. Prior to the opening of the business meeting, each participant receives detailed plan agendas, reporting materials, according to which it can prepare its questions and / or reports.

Sample agenda structure. This document may include major items related to operational, tactical and/or strategic management in company. The structure of the agenda usually includes a specific list of tasks dictated by the plans of the enterprise, and ways to solve them. In addition, there may be additional tasks on the agenda that it is desirable to complete in the near future.

Holding a meeting. In order for a business meeting to be held as efficiently as possible and not turn into a protracted lawlessness, you need to start it exactly on time, move from question to question quickly, without swinging. It is necessary to sum up the intermediate result after each discussed issue, indicating the exact time and date, responsible employees for the implementation. At the same time, it is necessary to reduce discussions to a minimum, allowing only clarifications in the development of solutions.

Efficiency measurements. Each meeting held should be analyzed for compliance with the set goals and objectives. The effectiveness of a meeting is measured by the proportionality of the desired result in relation to the costs required to carry it out.

Control and analysis. After the effectiveness of the business meeting is achieved, it is necessary to control the result and conduct a thorough analysis. The ability to measure, analyze and control all the data is the quality of a wise leader that can bring the company to the market leader.

Note to the smart leader

A business meeting is best held at the beginning of the day, when employees are able to generate competent solutions.

The code of corporate ethics should contain an algorithm, schedule of meetings and its frequency, regulations, goals and objectives. It is best to hold such a meeting on Mondays, when you need to set mini-tasks for the week and take stock of the past reporting period.

Each employee must know the time, place and date of regular business meetings and be prepared for them. This point is best reflected in official duties each employee, indicating the degree of his responsibility and participation. Such is the ethics of service relations, the violation of which entails serious illnesses of the team.

As part of the meetings, quite often there is resistance on the part of employees, which must be diagnosed in time and skillfully removed, without leading to sabotage and internal conflicts of interest. If in companies with an authoritarian management style such resistance does not occur at meetings due to fear or uncertainty, it must be artificially provoked. Otherwise, in the process of performing and solving the tasks set, serious problems may arise due to the disloyalty of employees to the company.

To prevent this practice, it is necessary to minimize problems at the stage of choosing a goal and setting a task for subordinates. To do this, it is necessary to distribute “earrings to all sisters”, that is, to take staff important things: entrust someone with difficult stages of development and implementation of the project, delegate control over execution to others, motivate others to "feats" by increasing authority in the team, appointing a temporary acting line manager or demotivating especially zealous employees.

Responsibility of employees for the fulfillment of assigned tasks must be distributed in such a way that they can be comfortably controlled. At each meeting, it is necessary to sum up and celebrate especially distinguished employees and punish those who are guilty and sabotage work in front of the whole team. Behind the backs of employees, no discussions and decisions should be allowed, since the danger of an outbreak of intra-company conflicts instantly appears.

It is useful for every manager to know the differences between office meetings, planning meetings and operational meetings from brainstorming, exchange of opinions, discussions. Both management formats involve receiving feedback, but in different ways. Business meetings are a technology for managing people and setting tactical and strategic objectives, and the format of the discussion is informal communication, a marker that the leader is inexperienced and does not know how to manage the meeting, direct it in the right direction.

In addition, the business meeting is divided into:

Instructive, when the leader distributes precise instructions and receives feedback from subordinates;

Operational, within which current tasks are solved;

Problematic, when some problem of the team is sorted out and a phased plan for overcoming the current crisis situation is being developed.

Many modern companies sin with a confusion of business formats, dragging the team into the abyss of confusion, conflicts and discussions of completely non-working issues. Format structuring is part of a culture that is subject to strict corporate standards.

Evaluation of the effectiveness of business meetings

How to understand that a business meeting was held competently and extremely efficiently? The following questions need to be answered:

Were the goals set before the event achieved?

Has the entire agenda been considered? Have all issues been discussed?

Did you follow the set rules?

Have all decisions been communicated to the executors?

Did the performers understand their tasks and deadlines correctly?

When answering these questions, a quantitative component will arise - how many people are involved in resolving the issue, how many working hours they need to complete tasks, how much money is needed for this, and so on. A quantitative marker is a good tool for analyzing performance over time and comparing it with past periods.

As a rule, effectively conducted meetings, when all goals are achieved at the right time, bring tangible results.

Conducting a highly effective meeting is a real art, where the leader enters as a conductor, the secretary as the first violin, and the whole team as a whole orchestra. Careful preparation and competent conduct of a business meeting determines what score this living organism will perform - classical music that can evoke enthusiastic emotions and inspire future victories, or a cacophony of sounds that kills everything around.

Smart management moves to you, gentlemen!

Zhanna Pyatirikova specially for the business portal BZZN.ru