During a meeting at an industrial enterprise, the boss. Organizational aspect of holding meetings at the enterprise. The meeting must end exactly at the appointed time

One of the sacred duties of the secretary is the preparation of meetings, conferences and sessions initiated by managers at various levels. In most cases, the secretary also keeps minutes of such events. In this article we will tell you how to make these processes more efficient.

To start talking about protocol, the first step is to talk about meeting preparation. Before such an event, it is important to think through the agenda, determine the composition of participants, and familiarize yourself with the reports of all speakers and other materials. All this will require additional effort, but as a result, maintaining the protocol will be much easier.

HOW TO SAVE TIME?

According to various studies, from 10 to 50% of the working time of the head of the organization and other employees can be spent on meetings. To reduce time costs, initiators, organizers and participants of meetings need to remember the following rules:

Discuss at the meeting only issues that cannot be resolved on the job.

Limit the number of participants in meetings. It is directly proportional to the duration of the event. If the duration of a meeting with 5 employees is 1 hour, then with the number of participants 10 or more it will most likely last 2 hours or more.

Prepare information materials for the meeting in advance. Calculations, analytical reports, tables, graphs, reports, photo and video materials, presentations, product samples, expert opinions must be provided by specialized specialists. But the secretary of the meeting is responsible for checking the readiness of materials. Therefore, a day or two before the event you should:

a) with the help of responsible persons who will make presentations, compile a list of all information materials;

b) receive materials in electronic form from responsible persons (for example, presentations, explanatory notes, etc.);

c) receive printed abstracts and texts of reports from responsible persons.

For each issue, appoint one responsible employee, even when a group of people must carry out the assignment.

Don't waste time exposing the culprits. Remember that the main purpose of every meeting is to discuss the agenda and make decisions on it.

AGENDAS

This is a list of issues that are planned to be discussed at the meeting. They are determined by the chairman of the meeting. However, the secretary can also participate in this process.

Use the following guidelines when developing your agenda:

• Break meeting topics that are too broad into several subtopics. If necessary, responsible persons can hold preparatory meetings for each subtopic.

For example, a meeting scheduled for the end of the month on the topic “On the implementation of planned indicators workshops of the main production" should be preceded by a series of small meetings in the shops: "On the implementation of the plan by the foundry shop", "On the implementation of the plan by the procurement shop", "On the implementation of the plan by the machine shop", "On the implementation of the plan by the assembly shop". Or a meeting on the topic “On the implementation of an ERP system in an enterprise” should be preceded by several meetings: “On the problems of implementing an ERP system in production”, “On ensuring communication between the ERP system and 1C in accounting”, “On the technical support of the ERP system and data transfer”, etc.

• Place on the agenda issues of equal importance, united by a common theme.. For example, provision of transport, the procedure for delivery to the warehouse, shipment and removal finished products from the territory of the enterprise.

A wider range of interconnected problems can also be put on the agenda. For example, these may include:

Purchase of a new production line;

Technological preparation of production;

Making changes to design and technological documentation in connection with the acquisition of new equipment;

Modernization of production buildings and development of machine connections;

Logistics support for production.

At the same time, the reconstruction of the factory checkpoint or the organization of electronic payments for passes in the factory canteen is clearly not worth discussing at this meeting.

It is clear that the secretary cannot always influence the content of the agenda. The meeting is convened by the leader, who also outlines the range of issues. And if the manager includes on the agenda of one meeting the purchase of a new production line for casting production and the organization of a spring cleanup day to clean up the territory, then it may not be possible to convince him. But for your part, you can propose to bring the discussion of organizing a cleanup to another meeting, for example, combining it with the issue of painting the facade of a building or with holding celebrations on the occasion of the organization’s birthday.

• Draw up an agenda only from those issues that are within the competence and area of ​​responsibility of the meeting participants. For example, it will be useless to discuss supply issues in the absence of the head of the supply service.
• Limit the number of topics and items on the agenda. There should be as many of them as can be effectively discussed and resolved within the allotted period of time. For example, in 1 hour of a meeting, you can discuss from 1 to 5 issues, depending on the scale of the topics discussed and the quality of the preparation of the meeting.
• Include in the agenda a report on tasks and instructions given at the last meeting, if the meetings are united by a common topic and composition of participants. Be prepared for the fact that, even if there is no such item on the agenda, the chairman can introduce it with his authority. Therefore, it is better to print out the list of instructions in advance - the chairman, responsible person and secretary should have it.

MEETING PARTICIPANTS

General requirements for event participants:

Competence and interest in the issues on the agenda;

A high enough position to make decisions and give instructions to subordinates based on the results of the meeting.

The composition of participants may change during the event. If the agenda includes topics that affect all meeting participants and issues that apply only to some of them, then general issues should be discussed first. At the end of this part of the meeting, employees not involved in further discussion can be released.

How to notify everyone

Inform all meeting participants about the date, time, location, theme of the event.

You can report a meeting using a phone call, SMS message, email (with delivery and read notification), or personal visit.

If one of the participants is absent from the workplace for various reasons (annual leave, temporary disability, business trip, etc.), it is necessary to find out the reason for the absence and remind the employee who is replacing the absentee according to the replacement scheme that he must be present at the meeting.

It can also be helpful to put a pop-up prompt in your computer calendar such as “remind your deputy to attend the meeting.”

Information about who is notified of the meeting and when can be entered into a table (Example 1).

EXAMPLE 1

Notifying meeting participants

The meeting will take place on June 24, 2017 at 11:00 in the office of the procurement director.

Topic: Concluding contracts with suppliers for the second half of 2017.

Seating arrangement for meeting participants

Be sure to prepare a seating chart for meeting participants if the following will be present:

Higher officials (city, region, territory, republic, federation);

Owners of transnational corporations and holdings, etc.;

Representatives of partner organizations.

If possible, the secretary is assigned a seat at a separate table next to the chairman’s table (Example 2).

Example 2

Seating chart

Name cards

On the tables opposite the appropriate places, it is necessary to place name cards with the position and (or) full name. each participant. The simplest option is a sheet of paper folded into a “house” (Fig. 1)

Rice. 1. Name card for meeting participant

Badges

In especially critical cases, it is necessary to prepare badges (breast cards), on which you should indicate:

Full name participants;

Their positions;

The name of the organization that each participant represents;

The locality in which the specified organization is located.

The badge may also include:

Logo of the organization that the participant represents;

Logo (emblem) of the event (meetings, conferences, etc.).

You can use badges with a lanyard or clothespin. They are sold in stationery and office supply stores.

You can design inserts with text yourself, then print them on a printer, cut them with scissors and put them into badges (Fig. 2).

Rice. 2. In-house designed badge insert

If sufficient funds have been allocated for preparation, insert cards can be ordered from an organization that provides printing services. And for regular internal meetings, badges will not be needed at all.

DURATION OF THE MEETING

On various types Meetings have varying amounts of time. For example, a morning planning meeting may take about half an hour, but an interregional meeting on a specific issue may take the whole day.

The duration of the meeting should be planned in advance. All participants must know the start and end times of the event. This will help you work quickly and efficiently so you don't have to stay late.

Breaks

If the duration of the meeting exceeds an astronomical hour (60 minutes), then it is necessary to take breaks after every academic hour (45 minutes).

At particularly long events, pauses may be provided during which participants are offered snacks (sandwiches, fruits, sweets) and drinks (tea, coffee, juices, mineral water, etc.).

When the level of the meeting is low, and next to the room where the meeting is taking place, there is a cooler, coffee machine and disposable tableware for office visitors, then meeting participants will be able to pour themselves coffee, tea or water.

Bottles of water and glasses can be placed in advance on the tables at which meeting participants are sitting - then they can quench their thirst not only during a break, but at any time. It is better not to put food on the tables. It will be awkward if one of the participants drops a sandwich on business papers or spills coffee.

It is better to set the table with snacks and drinks in a separate room. This is usually done by the secretary, but only if he does not take minutes. When the secretary cannot leave the room during a meeting, another employee designated as responsible for this must organize a break. Or, alternatively, the secretary prepares everything for coffee breaks before the meeting begins. As a rule, it is impossible to do without assistants at extended meetings.

Time frame

The duration of the event must be regulated. The chairman of the meeting monitors compliance with this rule.

When planning your meeting, be sure to consider the time required for each speaker to speak and each issue to be discussed.

Check with the chairman for the rules for each speech.

Schedule breaks if necessary.

Add up all the time periods on the calculator and add to the resulting amount

The chairman should be advised of how long the meeting may take. If he agrees with this figure, the regulations must be brought to the attention of all participants; if not, adjustments will have to be made and reported to the chairman again.

After agreement, the agenda with time restrictions is sent to all meeting participants (Example 3).

EXAMPLE 3

Agenda with time limits

MEETING MINUTES: 5 BASIC STEPS

Protocol document both the activities of permanent collegial bodies (commissions, committees, councils, etc.) and temporary collegial bodies - various meetings, conferences, seminars and conferences.

The following types of protocols are distinguished:

. Brief protocol- a document in which the full name is recorded. and positions of the meeting participants, its topic, main issues, summary reports, decisions made, a list of tasks for each responsible person. Such minutes are usually kept at operational meetings.

. Full protocol, in addition to all of the above, includes detailed records of all speeches, opinions, amendments and other nuances of the discussion. This document allows you to restore a detailed picture of the meeting.

The form of taking minutes is chosen by the chairman of the meeting or the head of the enterprise.

Texts of speeches and other materials prepared for the meeting are prepared in the form of appendices. They must be referenced in the text of the protocol.

The secretary is responsible for how accurately and completely the progress of the meeting is recorded. This responsibility cannot be underestimated, since the protocol is the only document that reflects all speeches, discussions, comments and decisions made that must be executed. During the meeting, participants may not hear something or have time to write it down. This will be easy to restore by referring to the protocol.

Step 1: preparing the workplace

To make it easier to take minutes, before the meeting begins:

. Choose your seat in the hall where the event will take place. It should be visible to all participants in person, the speeches of the chairman, speakers and “replicas from the hall” should be clearly audible (see seating chart in Example 2).

. Place on your desk a list of meeting participants indicating their full names. and positions, as well as a seating chart. Before the meeting begins, it would be a good idea to carefully study who is sitting where, and then look at the diagram as needed.

. Stock up on office supplies. Take with you 2-3 pens, 2 pencils, 2 erasers.

. Check if office equipment and other devices are working: watch, voice recorder, video camera (if available). Don't forget the power cord and spare batteries or rechargeable batteries.

Before the meeting, refresh your memory of the main points of all reports.

Step 2: Record the progress of the meeting

In addition to the materials prepared for the meeting (texts of reports, speeches, references, draft decisions, agenda, lists of participants, etc.), the minutes are drawn up on the basis of sound recordings, video recordings, transcripts or rough handwritten notes that are kept during the meeting.

How to keep rough notes?

1. Prepare sheets for the draft protocol- their number depends on the size of the agenda. On the first sheet write the date of the meeting, its topic, minutes number, list of participants, agenda (Example 4).

EXAMPLE 4

Draft minutes of the meeting. Sheet No. 1

Write the questions brought up for discussion on separate blank sheets of paper, leaving enough space for notes:

Sheet No. 2: “On the status of work on concluding contracts for the supply of non-ferrous and ferrous metals.” Report by Prokhorov P.D.;

Sheet No. 3

Sheet No. 4: “On transport support for supplies.” Report by Medvedev V.Yu.;

Sheet No. 5: ... (to be filled in during the meeting);

Sheet No. 6: “On the status of settlements under concluded and executed contracts for the purchase of raw materials and supplies.” Report by Fomina K.D.;

Sheet No. 7: ... (to be filled in during the meeting);

Sheet No. 8: “On concluding agreements with Amethyst LLC on the supply of steel and alloys to ESPZ OJSC.” Suggestions from Telegin I.I.;

Sheet No. 9: ... (to be filled in during the meeting).

2. Check that all meeting participants are present. Cross out those absent in the draft protocol with a pencil - perhaps they are late. Find out the reasons for absences and delays after the meeting.

Record the arrival time of those who are late directly in the text of the protocol in brackets:

In this case, it will be known exactly who among those present and what exactly they missed during the meeting.

3. Fill in the “LISTENED” item. On the first sheet of the draft and on the sheets with the corresponding titles of the reports, consistently record your full name. and positions of speakers, topics of speeches and their summary. You only need to record basic information: dates, numbers, facts. Subsequently, compare the notes with the provided texts of speeches (thesis). If you find any discrepancies, notify the meeting chairperson.

4. Enter the item “PERFORMED”(if necessary). This item is filled in when the speakers' progress is interrupted by comments, questions and objections from other participants. In full protocol Each such remark should be recorded immediately, especially if it is accompanied by the phrase: “Please put it into the protocol.” For example:

The fact is that any statement can change the course of the meeting, and subsequently it may be necessary to highlight the moment when and why this happened.

In a short protocol

A meeting is a specific type of management activity, which has its own rules and patterns, and is an integral part of the life of the organization. Production meetings allow you to exchange information, identify the full range of opinions, identify possible ways to solve a problem and make the necessary management decisions.

During the meeting, each participant has the opportunity to clarify their position and understand the variety of approaches to the subject of discussion.

Meetings can be classified according to the following criteria:

by appointment;

by frequency;

by the number of participants;

by the degree of stability of the composition of participants;

by affiliation.

Based on their purpose, meetings are divided into decision-making and decision-making, final, evaluative, informational, and operational.

Based on frequency (frequency of holding), meetings are divided into one-time, periodic, and regular.

Depending on the number of participants, there are meetings with a narrow composition (up to 5 people), extended (up to 20 people), representative (more than 20 people).

According to the degree of stability in the composition of participants, meetings are divided into meetings with a fixed composition; with invitees according to the list formed for each meeting; combined.

According to their affiliation, meetings are divided into scientific and technical, administrative, united public organizations, etc.

Meetings are useful where different points of view are welcomed and constructive proposals are made. The meeting is good remedy cohesion and development of the team, it increases interest in joint activities, ensures the adoption of optimal decisions. At the same time, a meeting is a complex process that takes up a significant part of the working time of both managers and subordinates. To make the meeting more effective, it must be carefully prepared.

Organizing a meeting consists of three stages:

Preparation;

holding;

decision making.

The preparatory stage in turn includes:

determining the need and feasibility of holding a meeting;

agenda development;

determining the composition of participants;

determining the date and time of the event;

determination of the venue.

When determining the need and expediency of holding a meeting, the manager must analyze all other possibilities for achieving the goal and only after being convinced of the benefits of the meeting, make a decision to hold it.

The main objectives of production meetings held during investment management are:

control and coordination of activities;

improving work efficiency;

search for new ideas;

carrying out detailed planning;

analysis of complex information;

resource allocation;

conflict resolution;

team development.

When developing the agenda, it is necessary to clearly formulate the purpose of the meeting in order to familiarize the participants in advance with the topic and objectives of the meeting and give them the opportunity to prepare.

The composition of the meeting participants should be selected in such a way that their experience and erudition make it possible to find a solution to the problem.

In addition, it is necessary to invite those specialists who are directly affected by this problem.

Having determined the composition of the participants, it is advisable to compile a list of them indicating their addresses and telephone numbers, which will ensure the possibility of subsequent communication with them.

When setting the date and time for a meeting, it is necessary to take into account its frequency. Regular meetings are usually held on the same days, at the same time, in the same place.

The venue for the meeting can be the manager’s office or a specially equipped room.

Conducting a meeting is a complex process. It requires certain skills from the moderator (chairman) and the meeting participants. The chairman is responsible for creating a special climate during the meeting - a climate of trust, therefore, in the course of his work, he must perform two roles at once: leader and participant. Ensuring consistency of roles is an important point, since the predominance of the leading role leads to administration, formal management and the purpose of the meeting may not be achieved, and the predominance of the second role leads to a loss of threads of management of the meeting. However, as a participant, he has greater power and decision-making capabilities.

The roles of other meeting participants are distributed as follows: referent (helps the chairman conduct the meeting); secretary (keeps minutes of the meeting, prepares the necessary documents and reference materials, provides them to the meeting participants, usually does not participate in the discussion of issues); group members (discuss the problem and propose solutions).

When holding a meeting, you need to remember the time allotted for this. Compliance with the regulations facilitates the efficient conduct of the meeting. The absence of pre-established rules leads to prolongation of the discussion, a decrease in its effectiveness, and the development of an unbusinesslike atmosphere.

During any meeting, a number of socio-psychological functions are implemented: collecting information in the amount necessary for a clear understanding of the essence of the problem by each participant in the meeting: processing, evaluating, selecting information, searching for possible solutions and making a specific decision. To do this, the chair must ensure that the specialization of the participants in the discussion is clear, and everyone can make a useful contribution. It is advisable to introduce the participants to each other, indicating their names and positions. Of great importance is the unambiguous understanding of the problem by all participants, so the problem should be clearly stated, show what its significance is, what results its solution can produce and what the consequences of the unresolved problem are.

Next, the chairman should provide an opportunity for all participants to freely express their views and suggestions, observing the progress of the discussion and activating the passive ones. During the discussion, it is advisable to bring ideas into a certain sequence, maintain the thread of discussion, avoiding repetition of topics, avoidance of the topic, protracted monologues and personal confrontation of participants. It is advisable to cover all aspects of the problem and collect as many proposals as possible.

After listening to everyone, the chairman can express own opinion, highlight the main constructive proposals, draw the attention of group members to available resources, and make a preliminary analysis.

The final stage of the meeting is making a decision and implementing it. At the meeting, a decision is made by all participants and can be made in two ways.

The first method is that a specially elected commission, which is entrusted with preparing the decision, prepares its draft in advance. The project is heard by the meeting participants, after which adjustments are made. Taking into account the adjustments made, a decision is formed and adopted based on the voting results.

The second method is that the chairman himself summarizes the statements of the participants, sums up the results and forms a decision. He must find consensus, ensuring that a decision is made that suits everyone to one degree or another. Once the decision has been made, it is necessary to clearly distribute all further actions, indicate those responsible, deadlines and a mechanism for verifying execution.

Composition of those present: 1. General Director - Alena Vitalievna Starykh 2. Head of the HR Department - Elena Aleksandrovna Lapshina 3. Deputy Head of the HR Department - Tatyana Sergeevna Serikova 4. Head of the Marketing Department - Alexander Anatolyevich Karyukin 5. Chief Economist - Anna Olegovna Chernyshova - General. director: Hello, dear colleagues! I am pleased to welcome you to our meeting. I see that you are all in high spirits, and this is wonderful! Perhaps we'll start then!? And first, let me introduce you to the new head of the marketing department - Alexander Karyukin. We would like to wish you good luck and patience on this difficult path as a department head. We look forward to productive work from you and hope that you will quickly join our friendly team. Please have a seat. Then let's get straight to work. Our agenda today is not large; we will consider only 1 issue. But it is very important and significant. Recently, our company has seen a sharp increase in staff turnover. And today I would like to discuss ways out of this situation. Take a closer look at the problem of motivating our employees. And the head of the HR department, Elena Aleksandrovna Lapshina, will more accurately characterize the current situation. − Head of the HR Department: Dear colleagues, recently our staff turnover has sharply increased. Today it is almost 20%, while the norm is 5%. Employees who have worked for our company for more than one year are leaving us. A very illustrative example: literally a month ago the head of the marketing department left us. Look at the diagram below and you can see that turnover has increased sharply recently. If in October 2012 everything was normal, then literally by the end of January the staff turnover increased by more than 3 times. This is more than alarming. If we look at the contingent of personnel by age, then we are basically losing our main strength, i.e. those employees who already had a sufficiently high qualification, work experience and level of professional knowledge. Simply put, we lost those who should have taken higher positions in a couple of years, i.e. future chief specialists, heads of departments and their deputies. − Gen. director: Tatyana Serikova, tell me, is this dynamic typical for all categories of workers or not? − Deputy Head of HR Department: No, for example, the situation with our main and auxiliary workers remains normal. This is rather due to the fact that these are low-qualified employees who, due to the fact that they do not have the proper level of education, cannot count on further advancement in their career ladder; more often they are middle-aged people or young people with a secondary education, or students who work We have a part-time job. Currently, the market is crowded with these categories of citizens, and they value their jobs. Because it started around the time a branch of the Astana company opened in our city. And as far as I know, this company is engaged in similar types of activities, they only need qualified specialists. − Ch. economist: Sorry, can I speak? − Gen. director: Yes, please. − Ch. economist: This is a serious company whose main activity, like ours, is the wholesale supply of non-food products to stores. Last year, when I took advanced training courses, we were introduced to the activities of this organization, but I didn’t notice anything special. Our working conditions are approximately identical. − Gen. director: If our conditions are approximately equal. Then why do employees prefer them? − Ch. economist: In general, you are right, according to my data, the level wages at our enterprises it is approximately the same, even for certain categories of workers it is higher by 2–3%. In my opinion, the point here is this: we are a regional company, our main representative office is located in Kostanay. And the company’s activities extend only to the nearest regions: Rudny, Arkalyk, Zhitikara, etc. Employees of our branches from neighboring regions do not seek to be transferred to Kostanay. Thus, our employees are deprived of such an important stimulating factor as moving to work in Astana, and believe me, this is significant for many. So, we need to develop the Astana market. − Head of the HR department: Wait a minute, the Astana market is of course good, but we shouldn’t forget that high staff turnover acts in the current situation as a kind of indicator of trouble in the enterprise’s management system as a whole. So, in my opinion, this aspect should not be relegated to the background. Perhaps we need to look for weaknesses in our company's management system. − Head of Marketing Department: Let's look at this problem a little from another management function - the control system. After all, it’s no secret that control in some cases can significantly demotivate. − Deputy head of the HR department: No, Alexander Anatolyevich! But I can’t say that our control can be a reason for high staff turnover. This system is based on such principles as: flexibility, efficiency, focus and many others. In addition, we use various technical control devices that reduce tension and eliminate the effect of bias. Our system is created for the convenience of employees, is focused on them and cannot influence staff turnover. − Gen. director: Thank you. Well, we seem to have figured out the reason, we have real competitors. Let's now figure out how to increase the interest of our employees, how we will motivate them, at least while we are conquering the Astana market. Who would like to speak on this issue? − Head of Marketing Department: May I! − Gen. director: Yes, please. − Head of Marketing Department: I propose to increase the salaries of our employees. − Ch. economist: No, this is unlikely to help. After all, we are already leading by this indicator. And we won’t be able to significantly increase wages; it simply won’t be economically profitable for us. In this case, we may find ourselves at the “zero profit” mark. As it is, bankruptcy is not far away, and not a significant increase, in my opinion, will not save the matter. Here we need to look for another way out. − Deputy head of the HR department: Perhaps we should reconsider the existing bonus regulations. Look, if I remember correctly, now in our company all employees receive a monthly bonus of 10,000 tenge, of course, if they fulfill the plan. − Ch. economist: Wait a minute, that's not really a bonus. The bonus here is only 7,500 tenge, and each employee also receives a bonus of 2,500 tenge as compensation for travel. So, these 7500 tenge. also became an extra charge. This is due to the fact that production standards have not been revised for about 5 years. And 2 years ago we completely replaced all equipment, which significantly increased labor productivity. We need to increase the production rate. − Deputy Head of the HR Department: In general, if we consider the theory of motivation, then the bonus should have a stimulating effect only if it is about 30% of the salary, and the duration of such stimulation is no more than 3 months. So, I propose that employees should be given a monthly travel compensation of 2,500 tenge, and the bonuses themselves should be made quarterly. This will increase the premium amount by 3 times. − Head of the HR Department: I propose to introduce a differentiated bonus system. Well, everything is simple here, the more output, the greater the bonus. − Gen. director: I liked your proposals, dear colleagues, in my opinion, they will be effective, and most importantly, they can be used together and they will not contradict each other. What other changes can we make? Nobody wants to speak? Deputy Head of HR Department: Allow me! Gene. director: Yes, please. Deputy Head of HR: Thank you. The working day of our employees is strictly regulated. And most of our clients try to have us deliver the goods early in the morning or late in the evening, when the stores are not open. During the daytime, our employees are practically not busy working with clients, so I suggest that it would be more expedient to transfer some of the employees to work in the morning and evening hours. This will be beneficial both to clients and to certain categories of employees, for example, young parents. When mom or dad are free all day, they can save significantly on babysitting services or kindergarten. Or for other categories it is an opportunity to find a second job. − Gen. director: How many people would like to go to work in the morning and evening? − Deputy Head of the HR department: At our enterprise, 32% of employees have preschool children. And this will primarily be beneficial to such employees. This means there will be a result. − Head of the HR Department: Wait a second, there is one small issue left to resolve, you all say this well, but according to the article of the Labor Code of the Republic of Kazakhstan, the start and end times of daily work (shift) are provided for by the internal regulations and the shift schedule. And since we have different categories of employees, for example, minors cannot be hired to work at night, and they also have a shortened working week. And we have several such categories, so I propose to first change the internal regulations and shift schedules. And this requires serious analysis and preparation, otherwise sanctions may be applied to us. And this, in turn, will be reflected not only from the financial side. But it can also seriously damage our reputation. I hope you all understand what should be the starting point in our work?!

− Ch. economist: We should not forget that any reform at the enterprise will “hit” our budget, and before making any decision, we must calculate its economic efficiency, and whether we even have the funds that we will be forced to use to carry out reform. − Gen. Director: Well, that’s great. Let me summarize: 1) making changes to the bonus system (responsible head of the personnel department and chief accountant) 2) changing the system of production standards. (responsible chief technologist of the enterprise) 3) change in work schedule (responsible head of the personnel department and head of the legal department). You have 7 days to prepare documentation and develop event plans. We will analyze all this at the next meeting. Do you have any questions or suggestions? (everyone says no) - Gen. Director: Well, that’s great. Thanks everyone. Everyone is free. Goodbye. (Everyone says - Goodbye)

It is unthinkable to imagine the work of any organization without business communications. Properly built communication between employees allows you to solve assigned tasks smoothly and quickly.

There are many types of meetings in organizations, and each of them has its own characteristics and objectives. Knowing these nuances will help facilitate business discussions. This article will tell you about the types of meetings, help you understand why they are held and how they are recorded in office work.

Purposes of business meetings

Any type of office meeting allows you to see a comprehensive picture of the situation happening in the organization and determine its strengths and weaknesses. It is worth noting that when participating in this format of business communications, rapid growth of the company or enterprise occurs.

Tasks

The following tasks for all types of meetings can be distinguished:

• solving current problems and issues;
• integration of departments’ actions in accordance with the strategic goal of the company;
• assessment of the activities of the company and its individual structural divisions;
• maintaining and developing company policy.

In order to understand in what format to hold such a business event, you need to decide which of the above tasks will correspond to it, and only after that you can understand which classification it will belong to.

Types and classification

A meeting, as a type of business communication, can take different forms, which determine its topic and the list of officials present.

The main classification of meetings should be highlighted:

1. Membership area. Here we can distinguish such types of meetings as administrative (which involve discussion of problematic issues), scientific (seminars and conferences, the purpose of which is to discuss current scientific issues), political (involving a meeting of members of any political parties and movements) and mixed types.
2. Scale. Here we distinguish between international ones, where specialists from other countries or foreign partners are involved, national, regional, and city ones.
3. Regularity. In any format, meetings can be ongoing or periodic.
4. Depending on the location - local or traveling.

And also all types of meetings can be divided as follows:

1. Instructional, providing for a directive format, where a senior manager conveys information directly to his subordinates, which is then dispersed and transmitted along the vertical of power. Most often, in the course of such business communication, orders of the general director are conveyed, which can significantly influence the progress of the enterprise, and these can also be norms of behavior or important innovations.
2. Operational (control rooms). The purpose of this type of meeting is to obtain information about the state of affairs in the organization or enterprise. The flow of information in this case is directed from lower subordinates to the heads of departments or the general director. Mainly at operational meetings, issues on the implementation of road maps, planned activities, strategic and operational plans are discussed. An important difference between an operational (dispatcher) meeting and all others is that they are held regularly and have a constant list of participants. It is also worth noting that during the meeting there may be no agenda.
3. Problematic. Such a meeting is convened in the event of an urgent need to make a decision to complete tasks in short terms or to solve a global problem that has arisen for the enterprise.

In addition to all of the above, we can separately highlight one of the most popular types of production meetings - the planning meeting. As a rule, such an event is held daily or once a week, at which the head of the department and direct performers are present, who receive tasks for the day and discuss the progress of their implementation.

The topic of the meeting of the enterprise’s personnel for the meeting can be any type of issues that arise in the course of the enterprise’s activities, and the discussion can also be devoted to changes in the external environment in which a specific organization operates.

Organization of the meeting

Any type of meeting, regardless of its format, requires careful preparation for it, since its effectiveness depends on this moment. Initially, it is necessary to determine the following points:

• target;
• issues discussed;
• setting tasks for staff (based on functionality and subordination);
• stages of task completion.

Today, most meetings are conducted in a very mediocre manner, due to which their meaning is lost, and the assigned tasks may be performed poorly. Therefore, it is extremely important to think through the entire course of such business meetings and structure the working discussion in such a way that it does not just take up time, but has a backlash from the team.

Holding meetings

It should be noted that large firms and organizations seeking to gain a certain market share and develop their company in order to make big profits place a big bet on discussing important issues through meetings. From the practice of successful managers, we can formulate the following set of rules on how to prepare for a meeting:

First, a list of participants is determined. You should clearly understand who to invite to the meeting and what role he will play in it. It often happens that the invited persons may not understand the issue, and are invited “just in case,” but at this moment they could do their own thing. job responsibilities and don't waste your time.

It is important to prepare an agenda. If the meeting is planned, then an agenda is developed in advance, which indicates the issues to be discussed, and also identifies the main speakers. It is important to remember that this document must be sent to those responsible for preparing the information and those who will be present so that all participants can prepare reports, proposals and additional questions. If necessary, the agenda can be adjusted.

The main and strategic issues should be brought to the forefront of the meeting. The speakers of such issues must necessarily be persons (heads of departments, sections, workshops) who are personally responsible for the implementation of any strategic activities of the company.

Important points

It is important to remember that any meeting has two main stages - preparation for it and its conduct itself. The first stage includes determining the relevance of holding a business gathering, identifying tasks, main and secondary goals, creating a list of participants and speakers, preparing reports, presentations and a report according to the topic or previously defined agenda. The second stage involves the implementation of the previously planned course of the meeting, hearing reports and discussing current and strategic issues.

If during such business communication it is necessary to decide what employees should do and to whom, then we can distinguish the third stage - decision making. As a rule, decisions are determined by the chairman leading the meeting, based on his discretion or through discussion or collective voting.

Example of a meeting plan

Having a clearly defined plan in front of him, any manager can conduct a meeting efficiently and effectively, which will allow him to receive feedback from the staff and set the right tasks for them. This plan may include the following aspects:

• hearing reports and summing up results for a certain time period (quarter, week, half-year, month);
• coverage of current issues relevant to the company;
• listening to proposals for eliminating problems (brainstorming);
• assessment of the proposed options and discussion of their implementation;
• accumulation of options;
• voting for the adoption of one or another option;
• defining boundaries when solving problems (determining those responsible, deadlines, methods and methods).

Logging

Most types of meetings need to be recorded on paper (document), which is called minutes. Maintaining this kind of documentation allows you to legitimize the decisions made. And also, thanks to the protocol, you can always track the progress of activities, and in case of failure to complete the assigned tasks, determine who is responsible for this.

The meeting is usually conducted by the secretary of the leader who is the chairman of the meeting. However, often this function can be performed by other employees.

Functions and tasks of the secretary

Before the start of business meetings, the secretary must be familiar with the list of invitees and the list of issues discussed. However, it is worth noting that if the meeting is held on a regular basis, then it is this official who collects all the documentation (lists, plans, agenda, etc.) and helps the manager prepare for the meeting.

Initially and if necessary, the secretary may ask the persons who have appeared to fill out a registration sheet, where their full names will be indicated. and position. This will be needed when drawing up the protocol. Next, the secretary announces the agenda, which marks the beginning of the meeting. Further, when those present begin discussing issues, the secretary records the progress of this event. At the end of the meeting, this official prepares a finished version of the minutes, after which he signs it with the chairman and sends it to all involved persons.

When drafting, it is extremely important for the secretary to pay due attention appearance minutes of the meeting. It must include a header, location, list of those present, issues discussed and decisions made.

Conclusion

From the above information, it becomes clear that holding meetings at enterprises is extremely great value. However, it is always worth remembering that high-quality preparation for such events carries more than 50% of the key to success when covering information, setting tasks and their high-quality implementation.

Almost each of us has had to participate in various meetings more than once. And I think many have heard the following statement from colleagues: “It’s another meeting, but when will we work?” Every day hundreds of thousands of meetings are held in our country. But, unfortunately, this is the case when quantity does not translate into quality, because the principle “the more, the better” clearly does not work here. Only effectively conducted meetings can give a noticeably tangible result and influence the quality of the enterprise. I would like enterprises whose employees could join the famous lines from the poem by V.V. Mayakovsky’s “The Sitting Ones” became less and less:

You won't fall asleep with excitement.
It's early morning.
I greet the early dawn with a dream:
"Oh at least
More
One meeting
Regarding the eradication of all meetings!

Types of meetings

Meeting - meeting, meeting, dedicated to the discussion of a special issue or several issues.

The types of extended meeting are:

• symposium— extended meeting on a special scientific issue;
• conference— extended meeting, for example, among scientists and politicians;
• congress, congress- a meeting of a wide range of participants, usually of a regional, national or international scale.

Within a particular enterprise, depending on the main task, the following types of meetings are distinguished:

• operational;
• instructive;
• problematic.

The classification of meetings may be based on other criteria, for example, frequency: planned, unplanned.

In addition, according to the nature of the meeting, they are divided into the following types:

• dictatorial- characteristic of an authoritarian type of management, when only the leader leads the meeting and has actual voting rights, the other participants are given only the opportunity to ask questions, but not express their own opinions;
• autocratic- is based on the leader’s questions to the participants and their answers to them; as a rule, there are no discussions, only dialogue is possible;
• segregative— the report is discussed only by the participants selected by the leader, the rest listen and take note of the information presented;
• discussion— free exchange of opinions and development of a common solution; the right to make a decision in the final formulation remains with the manager;
• free- it does not adopt a clear agenda, sometimes there is no chairman, sometimes it ends with a decision, but mostly it comes down to an exchange of opinions.

By gathering together, meeting participants have the opportunity to express their point of view on the topics discussed, convey the information they possess to all meeting participants, discuss controversial issues, and consider alternative solutions. It’s not for nothing that they say that truth is born in a dispute.

But the meeting is an expensive undertaking. Keep in mind that if your organization has an hour-long meeting with eight people every day, that means one employee is getting paid just for attending the meetings. The meeting should not be considered as a way to inform employees, it is the optimal means of assessment and decision making. A collective decision has more weight than an individual decision. Therefore, a meeting is ideal where the team needs to participate in discussing a problem and finding solutions, where it is necessary to consider different points of view.

Preparing the meeting

The success of a meeting depends 90% on the quality of its preparation. Any meeting, even the shortest one, will benefit from preliminary work.

The employee responsible for preparing the event must first find out:

• purpose of the meeting,
• main issues for discussion,
• composition of participants,
• place, time and form.

Let us note that in a number of organizations there is a certain procedure for holding meetings, which can be enshrined in special Regulations. In this case, the task is greatly simplified.

If several people are involved in preparing a meeting, then, as a rule, the enterprise issues an order to hold a meeting, which determines the composition of the working group and the plan for its preparation (see Example 1).

Setting the agenda

Drawing up the agenda is the task of the chairman, but its documentation falls on the shoulders of the secretary.

The agenda is drawn up only after the purpose of the meeting has been determined. In this case, the goal must be clearly formulated, have logical completeness and an unambiguous interpretation. The agenda should include large number questions so that they can be discussed in detail at the meeting. But, unfortunately, this requirement is not always met and the agenda is overloaded, which makes it impossible to prepare and discuss all issues in detail. The principle “less is more” applies here. Therefore, always try to get rid of minor issues that can be resolved outside the meeting.

The agenda is usually drawn up in written (printed) form . Of course, meetings can be held without a pre-prepared list of questions, but in this case they should at least be brought to the attention of the meeting participants orally. I don't think anyone would argue that a written agenda is a more effective form and allows everyone to focus on what needs to be done: before the meeting, during the meeting, and after the meeting. It is the plan for the event. Without it, meetings often turn into general discussions where participants don't focus on key issues. Many witnesses to unprepared meetings have more than once had to deal with such a situation when someone urgently requested information from their subordinates, and the rest were forced to waste time waiting. Such shortcomings negatively affect the rhythm of the discussion, and, consequently, its effectiveness.

Regarding the fact how to place issues on the agenda , there are two diametrically opposed opinions.

According to the first point of view, questions should be arranged in order of importance and complexity. The arguments here are as follows: at the beginning of the meeting, employees are more active, they are not yet tired and, therefore, it is better to discuss the most important and complex issues at the beginning.

Adherents of the second point of view believe that issues that require extensive discussion and elaboration are best addressed in the second third of the meeting, when the physical and mental performance of the participants reaches its peak. Current issues that do not require much time can be resolved first, and leave the easiest issues, interesting and enjoyable things at the end.

Based on work practice, we can recommend that readers adhere to the second point of view, because starting with simpler questions, you can set a certain rhythm, because they do not require detailed elaboration, employees do not have time to get tired discussing them - they serve as a “kind of warm-up” before working on more complex problems. When the main work is done and the audience’s attention wanes, you can move on to discussing more interesting issues that do not require tension (in the last third of the meeting), for example, about organizing a corporate event in honor of the company’s anniversary or about the results of participation in an exhibition.

We live in a dynamic world. During the preparation of the meeting, as a result of receiving more reliable and timely information, priorities may change repeatedly. What was relevant to us just a few hours ago may become completely uninteresting. Therefore, you should never treat the approved agenda for a work meeting as something set in stone. In this case, it can be recommended to develop a procedure for adjusting the agenda after its approval, which should be reflected in the Rules for holding meetings.

Prepared agenda approved by the manager, a sample of such a document is presented in Example 2. But in practice, a simplified form is often used. As can be seen from Example 3, it does not have an approval stamp (there are even design options without the signature of the responsible executor), but these forms of summons are the most common. The first form is more informative, contains information about the place, date and participants of the meeting, and has an approval stamp. Therefore, it can be recommended to use it for the most important meetings, and for working and operational meetings, the agenda can be signed by the secretary after a preliminary oral discussion with the chairman. The procedure for drawing up the agenda is fixed in the Regulations for holding meetings, if the enterprise has one.

Meeting participants

After determining the purpose of the meeting and the range of issues that will be discussed at it, you can proceed to the selection of candidate participants. To the meeting employees should be invited :

• who make key decisions on issues brought up for discussion (their opinion may be decisive);
• who, in accordance with their official duties, have certain information on the issues under consideration;
• who, due to the nature of their activities, must be familiar with the information presented at the meeting;
• who will organize the implementation of the meeting’s decisions.

You should invite people who are able to voice different points of view and at the same time are ready for fruitful interaction.

The usefulness of a meeting is inversely proportional to the number of its participants. Amount recommended by psychologists for an internal business meeting - from 6 to 9 people, this ensures high productivity, people do not get lost in the masses, and such a group is easier to control. In practice, meetings are held in both smaller and larger groups, each with its own advantages and disadvantages.

May be attached to the agenda guest list indicating their positions. This is done when organizing large meetings with a large number of participants. This is actively practiced in federal executive authorities. In commercial organizations, it is better to include meeting participants and invitees on the meeting agenda, as shown in Example 2.

In large institutions, meetings on the most important issues are prepared information on their merits , which indicates the reason and purpose for raising the issue for discussion. Along with the certificate, it may be offered draft decision .

If a large number of people, heads of branches, subsidiaries or representatives of third-party organizations participate in the meeting, then send invitations (notices) to the meeting. Typically, such a document consists of:

• appeals;
• information about the date, place and time of the event;
• agenda;
• invitations to participate;
• requests for confirmation of participation in the meeting.

Invitations (notices) are signed by the persons responsible for preparing the event. A possible design option is shown in Example 4.

The type of meeting determines the type of document that should be distributed to participants. Typically this is:

• an invitation (notice) to hold a meeting, issued on the organization’s letterhead, or
• agenda in the form accepted at the enterprise.

The agenda should be sent out several days before the event (usually 3-5 days) to give participants the opportunity to prepare. It is accompanied by materials to be discussed (draft reports on each issue, information materials presented by responsible executors). Such supporting documentation can be sent out later - 1-2 days before the meeting. In this case, you should take into account the real ratio of the amount of information that needs to be familiarized with and the remaining time.

Meeting organizers not only need to send out invitations (or agendas) to participants, but also encourage feedback. It should be clarified whether they will be able to attend and whether they need technical means.

Preparation of documents for the meeting (reports, information materials)

So, no one will read 10-15 pages of solid text in small print. Therefore, do not skimp on your employees and use the optimal font size - 12. Smaller text can be used, for example, for page footnotes.

Do not use too many font styles at the same time (2 are enough, for example, the most common ones - Times New Roman and Arial). It is better to highlight text fragments using different styles (italics, bold) or underlining.

Think about how many levels of headings in the text you will need, do you need to number them, how will you highlight the names of tables, diagrams and figures? All this will help the reader quickly navigate the document.

The main thing is that the formatting logic you choose is not violated within one document, and it is desirable that it be followed (even with small deviations) throughout the entire set of materials.

Participants' speeches can be supported written reports . Note that the report is one of the longest business documents. Writing it is one of the skills needed for a successful career. Therefore, we will give several fundamental recommendations for drafting the text of the report. It should be:

• as brief as the content and purpose allow;
• understandable (simple, not confusing);
• logical;
• structured.

Very often, the purpose of writing a report is to influence readers in some way: to persuade them to accept a certain point of view, change their own opinion, or take specific actions. The report must be addressed to a predetermined group, contain convincing arguments and anticipate possible objections.

In addition to the reports, they are preparing for the meeting information materials , which speakers use. It is not for nothing that the Russian proverb says: “It is better to see once than to hear a hundred times.” There are a large number of visual aids. For example, two simple graphs can be more effective than one complex one, and they are easier and faster to construct. Modern computer technology allows you to include many graphic images, including color illustrations, in your report.

Preparing the premises

The room intended for the meeting must be prepared in advance.

It needs to be ventilated or the air conditioning system turned on a few hours before.

Chairs should be carefully arranged, and their number should be 1-2 more than the planned number of participants and invitees. After all, during a discussion it may be urgently necessary to invite one of the employees. Then they will have somewhere to sit.

There should be writing utensils on the tables (pens, pencils and sheets of A4 paper or convenient A5 or larger notebooks). The use of stationery with branded symbols is encouraged.

Placed on the tables mineral water and glasses that are placed upside down on napkins, and their number should be 1-2 more than those present.

If marker boards are used for clarity, it is necessary to provide several multi-colored markers, and also to saturate the so-called “eraser” with a special liquid in advance.

If you use technical means, you must install them in advance, familiarize yourself with the operating rules and check their functionality, and be sure to provide the ability to connect laptops. When using slides, you must ensure they are available at the meeting and place the projection screen so that it can be seen by everyone present.

More exotic equipment may be required. For example, at food enterprises it is possible to conduct a tasting of a product and compare it with competitors' products. In this case, it is necessary to provide disposable tableware for each participant.

Some companies do not allow cell phones to be brought into meetings for safety reasons. In this case, it should be possible to store them with the manager’s secretary.

Holding a meeting

If the agenda is busy, then We recommend establishing discussion rules . He disciplines the participants and helps the chairman control the progress of the meeting. A sample agenda for a meeting to discuss one issue might look like this:

• introductory remarks (time limits for the course of the meeting and the approximate time of its end are specified) - no more than 10 minutes;
• main report - up to 30 minutes;
• Questions for the speaker - no more than 2 minutes. every;
• co-report, message - no more than 10 minutes;
• questions to the co-speaker - no more than 1 minute. every;
• speeches - 5-7 minutes. each;
• speaker's response - no more than 5 minutes;
• answers from co-speakers - no more than 3 minutes. every;
• information during the meeting - no more than 3 minutes;
• reading the draft decision - no more than 3 minutes;
• summing up the meeting - no more than 10 minutes.

Maximum duration Meetings should not exceed three to four hours a day. Based on the psychophysiological characteristics of a person, it is recommended to take a break after 1.5 - 2 hours of work for 15 minutes.

The specific time of the meeting is determined by the chairman. In this case, human biorhythms should be taken into account. Thus, ergonomic studies have revealed that best time late morning is the time to make decisions. Psychologists recommend holding most meetings in the afternoon. According to the theory of biorhythms, a person has two peaks of performance - between 9-12 hours and between 16-18 hours. Although long meetings at the end of the day can force people to make quick and not always optimal decisions. Success does not depend on the length of the meeting, but on how active all its participants are.

On average, the duration of meetings at an enterprise ranges from 30 minutes to 2 hours. You should try to keep the meeting as short as possible, as far as your goals allow. It's no secret that in many companies, meetings on issues that could be discussed in 20 minutes turn into a long 2-hour discussion. The world has accumulated a lot of experience of rational and even original solutions this problem. For example, in some Japanese corporations, employees go into the lobby, and the meeting is held there, standing up. There is no doubt that such discussions fit within the time frame recommended by experts - an hour, a maximum of one and a half. It’s hard for me to imagine this form of holding meetings at Russian enterprises - we are still far from Japan in terms of business organization, but we still have everything ahead.

• informative and operational meetings should not exceed 20-30 minutes, and problem meetings - 1.5-2 hours;
• discussion of one complex issue should not last more than 40-45 minutes;
• after 30-40 minutes of work, participants’ attention begins to weaken;
• after 70-80 minutes physical fatigue appears;
• after 80-90 minutes negative activity develops - conversations and extraneous activities begin;
• If the meeting continues without a break for more than 2 hours, then participants appear who agree to any decision.

Documentation of the meeting

The most important thing begins right after the meeting. After all, its effectiveness will depend on the implementation of the decisions made. To do this, it is necessary to draw up a protocol in which decisions are recorded in writing, indicating responsible executors and deadlines for completing the task. Typically, at the end of the meeting, the chair summarizes the discussion and briefly announces what action needs to be taken, by whom, and when. It is the protocol that documents the agreements reached and indicates the directions for future work.

The minutes are a mandatory element of the final stage of the meeting. The minutes record the progress of the discussion of issues and the decisions made. The protocol reflects the activities of joint decision-making by a collegial body or group of workers.

Depending on the type of meeting and other factors, the following may be drawn up: protocol forms :

• full a protocol that contains a record of all speeches at the meeting (it records the issues discussed and decisions made, speeches of participants, questions, comments, etc.);
• brief protocol, which contains the names of the speakers and brief notes about the topic of the speech, the decisions made (without details of the discussion).

The decision on what form of minutes to take at a meeting is made by the head of the collegial body or the head of the organization.

At its core, the minutes are a summary of the meeting. It can form the basis for discussion of issues raised at the next meeting. From this document, those absent from the meeting will be able to glean valuable information (this may include key executives who were not invited to the discussion). Therefore, when drawing up a protocol, it is necessary to include the following points:

• date and time of the workshop;
• participants;
• agenda and its execution;
• decisions made;
• planned actions;
• responsible executors;
• deadline.

The minutes are kept during the meeting by the secretary, who takes notes (stenographs) or tapes the speeches of the meeting participants. The main professional quality of a secretary should be the ability to listen, which is currently an undervalued quality. Most people in a meeting often start talking at once. Of all the words we use, only a small part carries objective information that is worth recording in a document. Many people frame their thoughts with words that express how they feel about the audience or how they feel about the group. To extract the essence from such a stream of words requires significant concentration of attention, as well as knowledge of the organization's basic business processes. We will give a number of recommendations to those who record:

• perceive facts and ideas, not just words;
• listen to words about actions: completed, proposed or approved;
• mark words that would talk about possible changes;
• do not hesitate to clarify with those present if you did not catch or understand a decision made during an active discussion or an upcoming action;
• Summarize the previous one before moving on to the next discussion point. In this case, as a rule, the chairman asks to read the draft decision aloud and, if necessary, makes adjustments to it (it should be noted that if a working group was created for the meeting, then it is this group that should prepare the draft decision), and the secretary’s task only fixation is included decision taken in the draft protocol.

The design of the protocol has a number of features. If it lasted several days, then the start and end dates of the meeting are indicated through a dash. The protocol number is the serial number of the meeting of the collegial body from the beginning of the year.

Protocol signs chairman and secretary. On particularly important occasions, speakers should endorse protocol, visas are affixed on the left margin of the document, at the level of the recording of the speech.
The materials submitted for consideration are filed with the protocol: certificates, reports, projects, etc., which are drawn up as appendices.

As a rule, the time allotted for preparing the minutes depends on the type of meeting and should be enshrined in the local regulations of the enterprise. Usually the minutes are finalized within a few hours after the meeting or the next day, while the secretary, chairman and everyone present have fresh memories of the discussion.

A copy of the minutes must be sent to all meeting participants, and an extract from the minutes must be sent to those responsible for specific issues who were not present at the meeting. which would include only the information necessary to complete the order. Sample registration of an extract from the minutes of the production meeting is given in Example 5. The timing of sending copies of the minutes to meeting participants or extracts from the minutes must be determined in the local regulations of the enterprise.

As a rule, copy of the protocol is done by making a photocopy of the original minutes signed by the chairman and secretary of the meeting. In this case, in the upper right corner of the document is placed stamp "COPY", and not “CORRECT COPY”, as is done in many organizations, and at the end of the protocol a certification entry is made in accordance with GOST R6.30-2003: when certifying a copy of a document, a certification note is placed below the “Signature” detail “True”, position of the person who certified the copy, his personal signature and transcript of the signature (initials, surname), date of certification(See Example 6). In this case, the person who has the right to certify copies of protocols must be vested with such powers by local regulations of the enterprise, for example, this may be reflected in the Instructions for office work.

A copy of the protocol (as well as an extract from the protocol) is allowed certify with a seal organization, determined at its discretion. But, as a rule, copies of documents (on extracts) used within the organization are not stamped. Therefore, it is not present in our Examples 5 and 6.

If you are making a copy of a multi-page protocol, then the photocopied sheets of the document must first be bound, and the certification in this case is made on the reverse side of the last sheet of the document. In practice, multi-page copies used only within an organization are not bound.

Control can be timely or to the point. Responsibility for time-based control is assigned to the office management service, and substantive control is exercised by the immediate supervisor. At the next meeting, you can inform employees about the implementation of the decisions of the previous meeting.

In accordance with Art. 5 of the List of standard management documents generated in the activities of organizations (2000), the following are established storage periods for protocols :

• minutes of the collegial executive body of the organization (collegium, council, directorate, Management Board, etc.) - constantly;
• protocols of scientific, expert, methodological, advisory bodies of the organization (committees, commissions, councils, etc.) - constantly;
• minutes of meetings with the head of the organization - constantly;
• minutes of meetings of the organization’s labor collectives - constantly;
• minutes of meetings of structural divisions of the organization - 5 years EPC;
• minutes of general meetings of shareholders and shareholders - constantly.

Most protocols have a permanent shelf life, which determines the importance of working with this type of document in an enterprise. Therefore, it is important not only archival storage, but also the organization of operational storage of protocols at the enterprise in accordance with the approved nomenclature of cases.

Electronic document management and meetings: what do they have in common?

Enterprises increasingly feel the need for effective management. The introduction of electronic document management systems (EDMS) is aimed at this. We draw your attention to the fact that many EDMS contain a module designed to automate the document flow that accompanies meetings of collegial governing bodies. It is able to effectively solve the following tasks:

• planning and preparing meetings;
• providing the manager with convenient means of analyzing previous meetings;
• monitoring the implementation of decisions made following the meeting.

In one form or another (depending on the specific software), the following functions can be implemented:

• formation of a draft agenda;
• sending messages to executors responsible for preparing draft decisions;
• receiving draft decisions and certificates from responsible executors;
• preparation of a package of documents for the meeting;
• distribution of a package of documents to meeting participants;
• sending out invitations, agendas;
• preparation of minutes of the meeting;
• monitoring the implementation of meeting decisions.

If the EDMS implements a full-fledged unit for automating control over the execution of orders, then it allows you to generate the necessary reporting. As a rule, you can make selections by:

• F.I. O. the manager who gave the order;
• F.I. O. responsible executor;
• deadline for execution of orders;
• overdue orders.

Proper use of EDMS is designed to make our work easier and free up time for solving problems that machines are not yet able to cope with.

* * *

Considering that general manager If a large enterprise spends on average 17 hours a week, an executive director - 23 hours, and a middle manager - 11 hours a week participating in meetings, the effectiveness of their conduct can free up a lot of useful time and energy. And your contribution to this noble cause can be significant!