The Purpose, the Procedure of Preparation and the Course of the Staff Meeting - Case Study Example

? Effective Meeting Management in a Team Environment Effective Meeting Management in a Team Environment Meeting Purpose Milestone 1. Purpose of Team Meeting The purpose of the team meeting is to solicit feedback from the team members regarding evaluation of each member’s respective performance during the past three months. As identified, the team is composed of five members with roles and responsibilities focusing on sales of the organization’s new product. Each member is assigned to different target markets within specified locations. The meeting would therefore cover contents such as: (1) target market’s response to the new product; (2) the number or volume of products sold; (3) the response of competitors; (4) the impact of the new product on the organization’s old products; and (5) the problems and challenges encountered. In the formal presentation to the team, as the manager, one would present the projected sales volume with corresponding pro-forma expenses that would generate a particular net income for the month. From the solicited feedback and figures of actual sales, the presentation would therefore cover projected versus actual financial status of the new product’s performance for the first three months. Audience Analysis Milestone 2. Audience Analysis The team members are assigned different target markets to represent nearly regions within the vicinity of the organization. They are therefore, geographically dispersed domestically. However, since some areas are specifically identified to be predominantly occupied by distinct racial and ethnic background, the approach of the team member should cater to cultural norms and preferences that would entice the target clients to purchase the new product. The team member identified to focus on customers with diverse cultural orientations must know other languages (particularly spoken by the potential customers) and other preferences that could influence the purchase decision. As such, team members require competencies and qualifications on cultural awareness and diversity consciousness to be more effective in determining customer demand and in evaluating the target markets, as required. Presentation Milestone 3. Informative Presentation (See Attached PowerPoint Presentation) Meeting Agenda Milestone 4. Create a meeting agenda The meeting agenda appears below: FOR : Team Members for the Newly Launched Product FROM : , Product Manager RE : Agenda for Performance Evaluation of Newly Launched Product DATE : July 15, 2012 The following is the agenda for the Performance Evaluation of Newly Launched Product meeting to be held on July 20, 2012 at 3:00 pm. Venue is in the Conference Room. 1. Meeting Presided by Product Manager and disclose purpose of the meeting 2. Presentation of Pro-Forma Financial Statements (projected sales and income for the first three-months (April to June 2012) identified per respective area) 3. Team Members to Report on Actual Performance of Newly Launched Product a. Gregory Smith, Sales Representative to report on Aberdeen (District 13) b. Susan Rodgers, Sales Representative to report on Berkeley (District 9) c. Timothy Brown, Sales Representative to report on Cape May (District 1) d. Nicole Maine to report on Denville (District 25) e. Catherine Frost to report on Lakewood (District 30) 4. Report on Problems and Challenges identified New product did not conform to customers’ expectations Adverse reaction and response from competitors Lack of customer awareness on the new product Lack of supply on target areas 5. Suggestions to Address Weaknesses and Problems Intensify advertisements and promotional campaign Conduct customer satisfaction survey Improve logistics Improve product features Change strategies in the marketing mix 6. Planning of New Strategies Time frame for planning: Week after meeting Implementation: 2nd Week after meeting Monitoring of New Strategies: 4th to 6th months (July to Sept. 2012) Next Performance Evaluation Meeting: 7th month (October 2012) 7. Closing Remarks 5. Logistics As indicated in the inter-office memorandum that has been distributed containing the agenda, the meeting is to be held on July 20, 2012 at 3:00 in the afternoon; venue indicated was in the conference room. As such, the interoffice memorandum sent to individual team members is the most appropriate and effective communication mode that would work best for the intended participants. The person who disseminated the memo must have the team members sign in a correspondence log book to attest that each team member received the memo and is duly informed. Meeting Debriefing Milestone 6. Facilitate a mock meeting Assuming that the meeting took place on the date and time stipulated. With the agenda given, the team members were expected to be duly prepared for the meeting by organizing detailed reports on volume of products sold per area identified. Likewise, the challenges and problems met should have been relayed including potential reaction and response from competitors and the specific feedback noted from the customers (regarding satisfaction on the product and any suggested changes, as relayed). Since the agenda was provided to the team members ahead of time, all members were able to prepare for the meeting and all information regarding actual number of products sold and the specific problems and challenges that were met were clearly and accurately discussed. For instance, Gregory Smith, the Sales Representative who reported on Aberdeen (District 13), relayed that customers’ response were encouraging and that the new product was highly and successfully accepted with intentions for repeat purchase. On the other hand, problems such as competitors’ reaction by intensified advertisements and promotional campaign of their respective product was noted by Timothy Brown, Sales Representative of Cape May (District 1). Minimal distractions ensued due to the professionalism exhibited by all team members during the meeting. 7. Effective meeting management It was observed therefore, that the meeting was successful due to the following factors and elements which are all present: (1) strict adherence to time and attendance to the meeting by all members; (2) preparation of all materials during the meeting (sales reports, financial figures, feedback from customers, problems and challenges met); (3) the manager was an effective facilitator by observing adherence to agenda and the time for the whole duration of the meeting; (4) the manager was able to address any potential conflicts through knowledge of negotiation techniques and conflict resolution strategies; and (5) participation from all team members were duly solicited by enjoining each member to relay their performance and experiences and by seeking comments, suggestions and recommendations, as needed. Through listening intently, confirming good points, and acknowledging exemplary performance or the comments on weaknesses that need to be addressed, the meeting’s objective would have been achieved. Thereby, from the evaluation of what transpired during the meeting, it was noted that all crucial elements to ensure its successful management has been undertaken and duly complied with. 8. Meeting Debrief After the meeting, the manager re-assessed the effectiveness of managing the meeting through noting the time that was consumed for the whole meeting and if all the team members’ participation and response were solicited. From the agenda, it is evident that all the team members’ performance and workload was balanced as each was expected to report on the performance of the newly launched product for their respective areas. Likewise, it should be emphasized that through accurately defining the purpose of the meeting and the agenda, the participants were able to prepare the needed information for the meeting and stick to the relevant details. Through listening intently and encouraging feedback, the team members’ attention was effectively held. Overall, the mode and patterns of communication assisted in successful team management and in improving the company’s productivity. As such, through determining that the actual sales for the identified areas met the projected sales and income forecast, as well as the potential problems and strategies for addressing them; then, the manager was able to determine the effectiveness of the team in the overall organizational productivity and its contribution to financial success. Read More