A group of friends carries on a conversation for a couple of hours. No one remembers how they ended up talking about the lives of penguins in the Antarctic when they had started out discussing home computers. Unless the friends were trying to accomplish something more than interesting conversation, they did no harm. When business meetings resemble this gathering of friends, however, few decisions are made and much time is wasted. It takes skill and follow-through to conduct effective meetings.
Meetings can be useful.
Workers can learn directly rather than through the grapevine about new personnel policies or about decisions affecting them. Subordinates can keep supervisors and co-workers informed of new developments or conditions encountered on the job. Often workers come in contact with potential problems first, and early detection can save time and expense. At times supervisors may need to involve the workers in the decision-making process in order to implement changes. Meetings, then, are held to inform people about policies or operations, gather information, conduct training, resolve problems, or make decisions.