Making Meetings Work

Achieving High Quality Group Decisions

Häftad, Engelska, 2003

1 830 kr

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Beskrivning

A best-seller in its first edition, Making Meetings Work: Achieving High Quality Group Decisions, Second Edition covers everything you need to know about organizing engaging meetings, including preparing agendas, controlling what happens behind the scenes prior to and after meetings, and managing conflicting values and personalities. Through the Meeting Masters Research Project at the University of Michigan, author John E. Tropman observed and interviewed the nation's most successful meeting experts to find out how to make meetings both stimulating and productive. Based on his findings, Tropman formulated seven principles and fourteen commandments for implementing dynamic meetings.

This second edition has been extensively revised and expanded to include

Family meetings and family group decision making
Problems and solutions for board of directors meetings
Community and civic meetings
Volunteers and meetings
Leadership in community decision making

Making Meetings Work: Achieving High Quality Group Decisions, Second Edition provides simple, easily applied best practices for supervising or instigating meetings with decision accomplishment outcomes. Author John E. Tropman reveals goal oriented procedures that keep proposals moving towards quality group decision making and assure other participants look forward to attending your meetings.

Written with humor and a deep understanding of the realities of business and political life, Making Meetings Work: Achieving High Quality Group Decisions, Second Edition is an extraordinary resource for anyone who leads, facilitates, or attends meetings.

Produktinformation

Utgivningsdatum:2003-03-25
Mått:152 x 228 x 19 mm
Vikt:340 g
Format:Häftad
Språk:Engelska
Antal sidor:256
Upplaga:2
Förlag:SAGE Publications
ISBN:9780761927051

Utforska kategorier

Organisationsteori inom Ekonomi och Ledarskap

Mer om författaren

John E. Tropman teaches at the University of Michigan in the School of Social Work and the Stephen M. Ross School of Business. In the school of business, his courses focus on organizational design, organizational culture, rewards systems, and organizational change. In the School of Social Work, his courses focus on executive leadership and policy development. He also teaches in the Executive Education Programs at the University of Michigan. He has written over 40 books and many articles. Tropman works with a number of organizations in a consultative capacity, including for-profit, nonprofit, and governmental entities, assisting them in strategic planning, developing effective decision systems and managing change, as well as providing executive training. He also works with individual executives, assisting them in their own career development.

Innehållsförteckning

IntroductionPart 1 Paradigm Shift1 Principle Driven: the Seven ImperativesPart 2 Managing Agenda Organization2 Managing Agenda Organization3 Managing Agenda Dieting: The Rule of the Agenda Bell4 Managing Meeting Text: The Written Rules5 Managing Participant Trust: The Integrity Rules6 Managing Premeeting and Postmeeting Tasks7 Managing Rehearsals, Performances, and Audiences8 Managing Emotional Elements of Meetings9 Managing the Flow of Ideas and Proposals: Dealing With Difficulties in Idea Processing10 Managing Bases for Decisions in Meetings: The Decision and Choice11 Managing Decision and Choice12 Managing Positions and Roles in Meetings13 Managing Tasks and Functions in Meetings14 Managing Conflicting Values in Meetings15 Managing the Evaluation RulesPart 3 Becoming a Master Meeting Manager: Some Tips on Application16 Becoming a Master Meeting Manager17 Implementing Total Quality Meetings (TQM)Part 4 Strategic Perspectives on Meetings18 The Meeting: Lore and Legend19 The Negative Culture of Meetings20 But Whay Do Things Go Wrong?21 Quality Management Equals Quality DecisionsPart 5 Leadership in Family Meeting and Civic/Community Meeting Decision Making22 Family Group Decision Making and the Family Meeting23 The Eclipse of Community and the Civic Meeting: From Bowling Alone to Meeting Alone24 Crisis in Governance: Problems With Boards of Directors25 Leadership in Community Decision Making: Ends and MeansAppendix A Writing SamplesAppendix B Sample Evaluatin SheetReferencesIndexBibliography