Organizing Meetings at BizOps Samples †MyAssignmenthelp.com

Question: Discuss about theOrganizing Meetings at BizOps. Answer: Checklist Accomodation arrangements Night accommodation for the attendees outside Sydney Wheelchair for Katherine Montego Kosher meal for Saul Rickman Raw materials for the representatives, so that they can prepare their dinner Breakfast ingredients for the participants Dates for sending the agenda for notice 17th August Timelines for submitting the documents and distribution to the attendees 20th August Timelines for completing the tasks 21st August Individual participant requirements Chairs Tables Food Paper and pen Other organizational procedures to be followed for making the arrangements for the meeting Presentation by the managers for informing the guests about the prepared draft, agenda and other initiatives if any Circulation of the prepared draft and agenda among the personnel Other tasks which needs to be completed Presentation of economic research for estimating the future areas of growth Discussion on staff movement Gaining approval by the Human Resource Manager for conducting the second phase of the enterprise bargaining Sales and marketing plan for adopting latest software for competing with the competitor Ultra System Preparing a draft of the profit and loss statement till 31st July including the estimated and achieved sales target Organizing meetings for assessing the effectiveness, appropriateness and feasibility of the estimated point of sales systems Preparation of the report regarding the information technology used Draft meeting notice Notice This is to inform all the attendees that a meeting will be organized on 22nd August for assessing the current financial conditions and making plans for adopting additional technologies. Main attractions of the meeting are accommodation, fooding and lodging for all the participants and attendees. All the participants and the attendees are requested to bring the documents for verification and sending the draft to the Board of Directors. In this meeting, the managers of the hosting regions would give a presentation for the prepared agenda and additional initiatives undertaken. Along with this, report would be prepared regarding the current financial information. All these activities would be undertaken in the presence of chairpersons and directors. The participants are requested to take their seats at 10:30 sharp. The details of the meetings are as follows: Date: 22nd August Time: 10:30 AM sharp Venue: Boardroom, 235 Mountain Road From CEO, BizOps Full agenda for the meeting Details of the meeting Date- 22nd August Time- 10:30 AM Venue- Boardroom, 235 Mountain Road Catered Lunch Adherence to the individual requirements of the attendees and participants Preparation of plans and reports for the meeting the estimated targets Names of the attendees and their presentation items External attendees: Bob Woodard, chairperson- annual report Gillian Collins, deputy chairson- draft and agenda Albert Rockwood, Silvio Davila, Janice Bennett, Saul Rickman, Katherine Montego and Joseph Patulous- assistants to the production of reports and agendas BizOps enterprise Rose Hargreaves- Implementation of the proposed plan Aziz Singh- current finance condition and the proposed plans for the requirement of additional financial resources Fred Diallo-technologies used till date and the additional technological requirements if any Gina Harris- current resources and extra resources needed in future for executing the business projects. Liz Hitchens- Presentation of the market entry plans by taking into consideration Porters Five Forces Johan Tines- Presentation of the prepared plans regarding the increase of sales revenue by experimenting with the manufactured products List of documents needed to be submitted by various attendees Financial reports and documents Drafts Agenda Board meeting outcome Assessment of the meeting is important in terms of publishing the annual reports. The immediate outcome is the implementation of the proposed plans. The documents submitted by the participants were thoroughly verified by the director. This verification enhanced the clarity of the external executives regarding the current condition of the company, BizOps. This clarity, in turn, helped in formulation of the future courses of action and their implementation (Cummings and Worley 2014). As a matter of specification, the plans consisted of the need for additional financial and human resources. The catered lunch was one of the major attractions among the attendees and the participants. In the meeting, the Director along with the managers planned to hire additional employees, as the company is planning to take more innovative projects. This was announced by the Director himself, which raised concerns among the managers regarding the current financial condition. However, the Director mitigated these tensions by announcing the plans regarding indulging in collaboration with the members of the trade union members for stabilizing the financial parameter (Westwood and Rhodes 2013). Here, timelines were introduced to the participants and the attendees for gaining their approval. In between the meeting, there was a lunch break, which energized the participants for the next session. This lunch break was utilized by the Directors and the CEO to review the effectiveness of the first half. Therefore, after the lunch break, feedback was taken from the attendees and the participants regarding the proceedings of the first half. The majority of the feedbacks were positive. This positivity kicked off the second session, where the proposed plans were put before the guests in view of the current situation. The plans were recruitment of more staffs, adopting latest technologies, analyzing the market scenario among others (Okoe, Boateng and Mensah 2016). Here also the feedback process was adopted for gaining the approval of the employees regarding the proposed actions. Comparison between the pre-meeting document with the meeting minutes Pre-meeting documents were only a raw form for the meeting, which played a major role in altering the fate of BizOps. This lacked the signed approval of the Directors and CEO in terms of the appropriateness of the proposed plans. Until and unless, the drafts consisting of the agenda for the meeting is sent to the Directors, the plans do not attain validity. Once, the drafts are sent to the higher authorities, the personnel attain the permission to notify the participants and the attendees about the meeting (Liu and Maitlis 2014). Along with this, receiving the signed approval from the higher authorities is permission for the personnel to initiate the process of making plans regarding how to arrange for the meeting. Delving deep into the aspect, utilization of the means of checklists and templates authenticates the process of making plans for the meetings. Involvement of the employees from different backgrounds enhances the aspect of workplace culture. Moreover, asking for feedbacks from the participants can be considered as an attempt from the managers in terms of improving the bondage with the stakeholders and shareholders (Schullery 2013). Placement of individual requirements within the segments of the templates and checklists reflects the motive of the managers to provide safe and comfortable workplace to the employees, so that they can expose better performance. The pre-meetings documents lack evaluation, provided the person in charge of preparing the drafts and the agenda, expose consciousness in terms of evaluating the feasibility of the prepared drafts. This evaluation holds prime significance after the completion of the meeting. This is in order to assess the appropriateness and effectiveness of the constructed plans in terms of reaching to the benchmark level of performance (O'Neill 2016). This assessment needs to be conducted even after the implementation of the plans, which was not even thought at the initial stage of preparing the pre-meeting documents. Most important thing here is the consciousness of the personnel regarding the conduction of evaluation. This consciousness is raw or rather null at the time of preparing the pre-meeting documents. Delving deep into the aspect, the stages of pre-meeting and meeting are like the two stages of an individual before penetrating into the workplace and after the attainment of professional de velopment (Cummings and Worley 2014). In other words, these phases can be correlated with the stages of life. References Cummings, T.G. and Worley, C.G., 2014.Organization development and change. Cengage learning. Liu, F. and Maitlis, S., 2014. Emotional dynamics and strategizing processes: A study of strategic conversations in top team meetings.Journal of Management Studies,51(2), pp.202-234. Okoe, A., Boateng, H. and Mensah, T., 2016. The effects of job satisfaction, employee commitment, workplace friendship and team culture on service recovery performance.Management Science Letters,6(11), pp.713-722. O'Neill, M.J., 2016.Measuring workplace performance. CRC Press. Schullery, N.M., 2013. Workplace engagement and generational differences in values.Business Communication Quarterly,76(2), pp.252-265. Westwood, R. and Rhodes, C. eds., 2013.Humour, work and organization. Routledge.