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ORGANISE MEETINGS

CANDIDATE RESOURCE WITH SIMULATED ONLINE BUSINESS ASSESSMENT

BSBADM405B

Precision Group (Australia) Pty Ltd

9 Koppen Tce, Cairns, QLD, 4870

Email: [email protected]

Website: www.precisiongroup.com.au

© Precision Group (Australia) Pty Ltd

BSBADM405B

Organise Meetings

ISBN: 978-1-74238-

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Precision Group has made a great effort to ensure that this

material is free from error or omissions. However, you should

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relying on any fact, statement or matter contained in this book.

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1Candidate Resource BSBADM405B Organise Meetings© Precision Group (Australia) Pty Ltd

Table of Contents

2 Legend3 Qualification Pathways4 Qualification Rules5 Introduction7 BSBADM405B/01 Make Meeting Arrangements Key Points

Identify type of meeting and its purpose

Identify and comply with any legal or ethical requirements

Identify requirements of meeting and participants

Make meeting arrangements in accordance with requirements of meeting

Advise participants of meeting details

17 ‘True’ or ‘False’ Quiz

19 BSBADM405B/02 Prepare Documentation for Meetings Key Points

Prepare notice of meeting, agenda and meeting papers in accordance with meeting requirements

Check documentation for accuracy and correct any errors

Distribute documentation to participants within designated time lines

Prepare spare sets of documents


27 BSBADM405B/03 Record and Produce Minutes of Meeting Key Points

Take notes with the required speed and accuracy to ensure an accurate record of the meeting

Produce minutes that reflect a true and accurate account of the meeting

Check minutes for accuracy and submit for approval by the nominated person

Despatch copies of minutes within designated time lines


34 Summary35 Bibliography37 Assessment Pack

2 Candidate Resource BSBADM405B Organise Meetings © Precision Group (Australia) Pty Ltd

Legend

This symbol indicates the beginning of new content. The bold title matches the content of the competency and they will help you to find the section to reference for your assessment activities.

Activity: Whenever you see this symbol, there is an activity to carry out which has been designed to help reinforce the learning about the topic and take some action.

This symbol is used at the end of a section to indicate the summary key points of the previous section.

This symbol is used to indicate an answer to the Candidate’s questions or notes to assist the Facilitator.

Use considered risk taking in your ‘grey’ area...and others will follow you!


“There are always two choices. Two paths to take. One is easy. And its only reward is that it’s easy”. Source Unknown

This unit of competency is provided to meet the requirements of BSB07 Business Services Training Package although it can be used in a range of different qualifications. The BSB07 Business Services Training Package does not state how a qualification is to be achieved. Rather, Registered Training Organisations are required to use the qualification rules to ensure the needs of the learner and business customer are met. This is to be achieved through the development of effective learning programs delivered in an order that meets the stated needs of nominated Candidates and business customers.

Qualification Pathways


Qualification requirements include core and elective units. The unit mix is determined by specific unit of competency requirements which are stated in the qualification description. Registered Training Organisations then work with learners and business customers to select elective units relevant to the work outcome, local industry requirements and the qualification level.

All vocational education qualifications must lead to a work outcome. BSB07 Business Services Training Package qualifications allow for Registered Training Organisations (RTOs) to vary programs to meet:

Specific needs of a business or group of businesses.

Skill needs of a locality or a particular industry application of business skills.

Maximum employability of a group of students or an individual.

When packaging a qualification elective units are to be selected from an equivalent level qualification unless otherwise stated.

Qualification Rules

“You’re either part of the solution or part

of the problem.”Eldridge Cleaver


Introduction

“Whether as an individual, or as part of

a group, real progress depends on entering whole-heartedly into

the process and being motivated to make you a

more deeply satisfiedhuman being.”

Source Unknown

This unit of competency is about being able to organise meetings including making arrangements, liaising with participants, and developing and distributing meeting related documentation. It will help you with the skills you need to demonstrate competency for the unit BSBADM405B Organise Meetings. This is one of the units that make up Certificates in Business.

This manual is broken up into three distinct sections. They are:

1. Make Meeting Arrangements

2. Prepare Documentation for Meetings

3. Record and Produce Minutes of Meeting

At the conclusion of this training you will be asked to complete an assessment pack for this unit of competency. The information contained in this resource will assist you to complete this task.

On competent completion of the assessment, you will have demonstrated your ability to organise meetings.


Key Points Section 1 A purpose statement should explain why the group is meeting.

A clear desired outcome statement defines a specific, tangible accomplishment.

A clear purpose and desired outcomes will help keep your meeting on track.

Meeting structure must be carefully selected to meet the purpose of the meeting.

Different meeting structure will dictate who should attend, what venue and requirements are needed.

Participants need sufficient notice of attendance to adequately prepare and arrange their schedules.

All legal requirements must be consistently met as a priority.

PART 1:

Make Meeting Arrangements


Part 1: Make Meeting Arrangements

Planning Your Meeting

Types of Meetings

Meetings are held for many reasons such as making decisions, generating ideas, making plans, communicating and receiving information. The success is in the planning. Meetings involve a process. Even the short and spontaneous meetings between two people will be more productive if a few minutes were taken to think prior to the discussion.

In organising a meeting, your first priority is to establish the type of meeting that is required to achieve the purpose. There are different types of meetings for different purposes but most are similar in the way they function. Formal meetings include an agenda which provides the order of the meeting items, action items or agreements of the group must be nominated by one participant and supported or approved by another. The whole group then votes. All of this is recorded in the Minutes. Often, formal meetings also require a quorum – a minimum number of participants in attendance, and eligible to vote, to make a decision by the group binding. The process of these meetings is taken from a book called Robert’s Rules of Order.

There are different types of meetings with a different structure for each to supporting different numbers of attendees, degrees of formality and legality. For instance, a public meeting held to inform the community about substantial changes to the health service could have an almost limitless number of participants and may not require minutes. Notes may be sufficient. On the other hand an executive decision-making meeting would have predictable participants and may require a strict observance of the rules set down by the constitution. It goes without saying that the smaller the number of meeting participants, the faster the results. So understanding the type of meeting you are planning and the purpose to be achieved is crucial to the organisation.

The purpose of the meeting is determined by the initiator or Chairperson of the meeting and their committee. It explains in a sentence why the meeting is being held and what is to be dealt with. You will not have to decide this; information will be provided by, or may be requested from them. They will also be able to advise the style of meeting and degree of formality required.

The types of meetings include:

Inform, give and receive feedback

Conduct business

Conduct planning

Consult

Review and Evaluation



Some of the names of organisational meetings and their description are:

Annual General Meetings (AGM) – Official bodies, and associations involving the public (including companies with shareholders), are often required by law (or the constitution, charter, by-laws etc. governing the body) to hold AGM to elect the Board of Directors and inform members of previous and future activities. It is an opportunity for the shareholders and partners to receive copies of the company’s accounts as well as reviewing fiscal information for the past year and asking any questions regarding the directions the business will take in the future. This meeting is recorded formally.

Board Meetings – Board meetings are held so members of a board of directors can make decisions regarding the direction of a company. Often board meetings must be held publicly, though frequently only the board members attend. Board members vote on decisions regarding the company and there normally must be a quorum in order for the meeting to be considered legal. A quorum, unless otherwise defined by the board represents at least half of the board members. This meeting is recorded formally.

Face-to-Face Meetings – These are used for giving and receiving feedback, strengthening of the relationship between manager and team members, creating a similar experience to build comfort among team members and to reinforce the importance of work-related roles and their implications. Unless there is a performance issue or organisational requirement, such meetings may only require diary notes.

Staff Meetings or ‘Tailgate’ Meetings – The team is informed of the performance of the previous period, coming events, organisational goals and their responsibilities to contribute to meeting the goals. Rarely are minutes kept, but there may be records kept by the manager, or required, as in the case of OH&S information.

There are many styles and formats for meetings. Everything from the unscheduled two-person casual interaction in a hallway through to video conferences held online and allowing participants to attend from their offices or conference room around the world. It gives the face-to-face meeting concept a real shake!

Obviously the advent of new technology saves considerable time and money and still allows people to interact with each other and gauge reactions. This is a big step up from the original teleconferences. Teleconferencing and video conferencing are referred to as ‘virtual meetings’ and they do have limitations. Teleconferences preclude the appreciation of body language and make clear understanding of words and emotional content difficult. This is overcome by video-conferencing to an extent but many people will still behave in a very stilted fashion, knowing they are being viewed through a lens. The same principles apply to ‘virtual meetings’ as to face-to-face meetings.

Regardless, if you must choose the most appropriate method for the meeting, and one that is appropriate to the circumstance, seriously investigate teleconferencing and video conferencing if the participants are geographically at a distance or even if they are so busy that leaving their office is a waste of time or causes inconvenience.

If there are strong feelings and emotions involved in the meeting content, face-to-face meetings are best. The time and money savings may not be so great if decisions are not made, feelings are hurt or participants feel they have not been heard. This is particularly true in cases where the futures or well-being of participants is being decided.



Always remember that a meeting can be a very productive way to achieve organisational outcomes and also to help the participants achieve their goals. After a meeting, all participants should always feel that they are satisfied with their level of participation and endeavour.

Once you have set your agenda, there are more points for consideration and action if you intend to hold an effective meeting. These include:

The circumstances, mood, atmosphere and background, etc.

The implications and needs of the business or project or organisation

The needs of the team or the meeting

Your role, confidence, experience and your personal aims, etc

Your position and relationship with the team

Another consideration is the reason for the meeting. The reason for your meeting will determine the style of the meeting. If you choose a less appropriate structure, then the meeting may be less successful.

Legal and Ethical RequirementsEarly in the planning stages, but after you have decided your purpose and type of meeting, thought must be given to the legal and ethical requirements. These include:

Codes of Practice

Industry codes of practice provide practical guidance and advice on how to achieve the standard required by Acts and regulations. Codes of Practice are developed through consultation with representatives from industry, workers and employers, special interest groups and government agencies.

A Code of Practice is not law, but it should be followed unless there is an alternative course of action that achieves the same or better standards. Employers, workers, designers, manufacturers and suppliers should use the code of practice in conjunction with the Act and regulation.

Legislation Relating to Companies or Associations

Ensure that whatever you do is legal and give serious consideration to ensuring that you meet the requirements of the Human Rights and Equal Opportunities Act, Occupational Health and Safety Act, Privacy Act and many others that may impact on your meeting behaviours or topics.

Public Meetings

These meetings are held to inform the community at large and may be in a group, by videoconference or teleconference. Often they are held in response to proposed changes in government or community services or property which will affect the community or a great number of people. Many of these meetings can be confrontational and the large numbers may pose a new set of concerns.



The DIsability Discrimination Act (1992)

Requires that people with disabilities are able to access and use places open to the public and to access any services and facilities provided in those buildings.

People with disabilities can face barriers to attending and participating in public functions in a variety of ways. They may experience difficulty hearing what is said, seeing small print on an invitation, climbing steps to the venue, understanding signage or using a rest room in the building.

Public events need to be planned to ensure they are accessible to all members of the community. Consideration of aspects such as the venue, continuous accessible path to the venue, invitations, and hearing augmentation are important.

To assist event organisers and function coordinators design, plan and conduct events that are accessible for people with disabilities the Disability Services Commission has produced a booklet Creating Accessible Events.

Regardless of whether your meetings are formal or informal, consideration must always be given to safety. Here are a few points to consider and discuss with your committees:

If your meetings are held in rented or borrowed premises, find out about public risk and your liability; arrange public liability insurance coverage; update it regularly and remember to always promote injury and accident prevention.

Consider access and equity issues for gender, disability access, the young, old or the infirm - promoting safe meeting access and environment is just part of participation.

If it is appropriate, be family friendly, develop a family friendly policy and be accommodating of young or new families. Provide a variety of activities and roles to encourage greater participation. Consider providing childcare and encourage all ages for the next generation of committee volunteers.

Undertake Safety Audits of your facilities at least annually and have First Aid trained personnel in attendance.

Meeting Requirements

The next step is to understand the actual requirements. To do this you must understand if the meeting is to be:

Formal: This meeting is a pre-planned meeting, has a predetermined set of topics to be discussed and a set of objectives to be achieved. A senior executive presides and members of the meeting are given considerable notice before the meeting, often in writing.

Informal: Generally spontaneous, taking place in a neutral area such as a work room or restaurant. There is little, if any record keeping and does not use formal voting procedures.

Self-managed: The self-managed meeting is one where the participants manage themselves, goals and the process very casually. This takes great maturity, there is little note taking but a formal report may be filed. Agreement is usually by consensus.



Semi-formal: Semi-formal meetings are generally planned with little notice. The members are informed of the meeting through casual means, often verbally. They generally take place in work rooms or restaurants rather than a boardroom. They may or may not have an agenda and minutes may or may not be kept.

Structured: Traditional boardroom-style meeting held for many people such as Public Meetings. It is where technological systems, such as powerpoint, as well as delegate audio microphone intercommunication systems are often used.

The number of participants influences the choice of meeting style. The greater the number of participants the more structured the meeting. Without structure, little would be achieved.

To decide the number of participants in some meetings is easy. The Annual General Meeting will include the Chairperson, Executive, Committee Members and shareholders. It may be open to the public and there may be guest speakers. Public Meetings, where the issue being discussed is of interest or concern to many, may attract unlimited numbers of people. Conversely, staff meetings will typically include the team members and manager.

The most effective meetings are those with smaller numbers of participants. Decision-making teams need the people who see the concept and the details people, but not every person who is interested. Creative, idea generating meetings will require enough people to provide energy and generate them.

Discuss the anticipated numbers with the Chairperson or initiator of the meeting.

Never forgetting the purpose of the meeting, and if you are aware of any special needs of participants and presenters, you can start to consider how best to organise this meeting.

Voting

There are a number of methods used for voting or agreeing on a decision. Some meetings just discuss until there is a consensus agreement. Others require only a ‘hands up’ vote, the majority dictating the decision.

In the cases of formal meetings, public companies and larger entities, there are Standing Rules or other procedures that must be used. Check with the Chairperson or initiator to see if there is a preferred method for voting in this meeting.

If a vote is required, a quorum may be needed. A quorum is the minimum number of participants who must be present for a vote to be binding on the group. The details of this will be in the constitution.

In the formal voting procedure, a motion is moved, another person must second it which confirms that there is initial agreement with the intention and wording. It is then put to a vote which may be ‘hands up’ or by ballot.



Making the Arrangements

Your arrangements must ensure that the meeting flows smoothly and achieves its outcomes. The preparation that you invest can ensure the participants are well-prepared and comfortable, thereby increasing efficiency. There is a lot of responsibility on your shoulders. Here are a few of the items you may need to arrange:

Budget: You need to know your budget before making arrangements. Understanding the limits and expectations helps you to make the best choices.

Transport: How will participants get there, where will they park, how will they get away after if there has been alcohol served. All travel costs including taxis or buses are usually included in your budget, so consider carefully.


Accommodation: Will overnight accommodation be required. How far is the meeting venue from the accommodation and how will participants travel from airports, meeting venues etc. to accommodation?

Choosing a Date: The date may be given to you, or it may be set by convention or constitution as in an Annual General meeting, or you may be required to arrange an appropriate date with participants. If this is the case, choose at least two dates. When you begin to find accommodation, you will have the liberty of choosing the best options. Alternate dates also mean you can negotiate for better prices if you are going off-site.

Location: Should the meeting be held on-site or in a venue. Think carefully about this point. Convening the meeting on-site may seem cost-effective, but there are many distractions. Email, voice mail and other staff intrusions can interrupt the progress and focus. Off-site locations allow all participants to relax and focus on the agenda.

Meeting Equipment: The advent of electronic communication tools has changed the face of meetings. In addition to tables, chairs and a whiteboard, there are data projections, teleconferencing, video conferencing and online needs for those attending and bringing their laptops. Participants may need to record notes and ideas during the meeting. An Internet connection is becoming standard. Will videoconferencing tools be available?

Catering: When planning a meeting over a meal, think about the agenda and the timing. A business breakfast should be reserved for urgent topics and last no more than an hour. If any meeting is scheduled over a meal time, then either catering must be included or the venue must be close enough to a range of food outlets to allow participants to eat. A break for morning or afternoon tea including tea, coffee, water, juice and biscuits is probably the minimum that you can offer.

When you have decided what services you require, it is time to obtain quotes and check your budget to see what can be afforded. Two quotes is considered an acceptable measure of comparison although if you have the time, three is good.

When requesting a quotation, make it written and request a written quote. Include all of the usual details including collection, return and payment methods, how to get help if there is a problem, what is included, what is not. Use contingencies and build in how these could be addressed.

Compare the prices when you receive the quotes, but look also at the services. Sometimes the collection and return can cost more than accepting a slightly more expensive quote. Be prepared to negotiate if appropriate. The quote you accept should be confirmed in writing.

Promoting Meeting

Now that date, time, venue and other arrangements are confirmed, you should invite the participants. It was established earlier who would be invited to participate and in some cases a month is not too soon.

If the meeting is a Public Meeting, advertisements must be placed in newspapers, perhaps on television or radio, notices placed where those interested are most likely to see them. If there are presenters or others who are important to the success of the meeting, a written invitation following a telephone call is best.



Annual General Meeting participants will require notice of about a month. The pre-reading material should accompany the agenda. The exact timeframe may be noted in the constitution. If it is a public company, time will have to be allowed to communicate with shareholders and may involve advertising.

All other meetings will require different timeframes. Consult with the Chairperson or initiator of the meeting to agree on when and how invitations should be sent. Sending an email stating the goal of the meeting, the location and time is probably best, although a phone call would do. Request those invited to accept or decline the meeting and make it clear that once accepted they are expected to attend.

It is a good idea to ask participants to submit all agenda items at least two days prior to the meeting and to advise the time they would like to present it. When you have all agenda items, create a three column table. Each column can have a heading. Column 1 could be Agenda Item, Column 2 Presenter and Column 3 Time. Ensure that the items do match the goals of the meeting. If not, suggest that they be included at a later date. Also, be realistic about the time allocations. Better to finish early than late!

Information that may need to be sent to participants prior to the meeting may include: Chairperson’s report

Committee reports

Draft documentation

Financial reports

Itemised meeting papers

Minutes of previous meeting

Research reports.


“We cannot learn from one another until we stop shouting at one another, until we

speak quietly enough so that our words can be heard as well as our voices.”

Margaret Thatcher



Activity OneAnswer the following questions to see how prepared you are for planning a meeting.

When should you call a meeting?

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How do you find the objective of the meeting?

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Should meetings be held on a regular basis?

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How do you know who to invite to a meeting?

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Why do you need an agenda?

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How can you keep a meeting from running over time?

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How do you know when to end a meeting?

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How can you evaluate the success of a meeting?

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Section 1 - ‘True’ or ‘False’ Quiz


Please tick True False

Board Meetings would generally be attended by Shareholders.

It’s important to keep in mind that calling a meeting doesn’t always have to be a major production.

Before you call for any meeting, push yourself to deeply examine why you need the meeting.

Each type of meeting requires a different structure and supports a different number of participants.

‘Tail-gate Meetings’ would typically include the CEO.

Public meetings are held to inform the immediate staff of changes.

A decision-making meeting produces results faster with a large number of participants.

The purpose of your meeting will determine who will attend.

Ensure that whatever you do is legal and give serious consideration to ensuring that you meet the requirements of the Acts which impact on your industry.

Guests may be invited to any meetings to provide additional information or explanation if required.

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