Page B6, July 11, 1979 - North Shore News

This space
“is

“ reserve
for

oat

_ a 7

_ By GORDON SHAVE

S isthe. boss .
ealizes a
subordinate’s time is as.
valuable-as his/her own
and plans the weekly
management “meeting:

P as though it was the last
Supper. --Or cancels. it.

An ‘agenda i is fundamental’
‘to’. the planning. It should
‘Start, coming together im-
‘mediately after a meeting is |
over.
. conscious: effort, ‘-but.a deal:

‘of feubconscious wareness. ---
eT ET Te “listed. will” have priority,

‘It . requires -little

Ee
~

Rew ‘hours - pass in the

cOurse..of a boss's day that .

don't ‘trigger’ ‘subjects to be

examined for inclusion on an
agenda. All that's necessary

.is.a sheet of paper on the

boss’s desk~ headed,
“Management Meeting”.

Two days. ~before the

meeting, there could.be 20.

‘to 30 items on the list. About

~ -chalf of ‘them ‘will - survive
when the final agenda’“is.-

typed out. The rest ‘will .be
eliminated for.poor . timing,
lack of research, “nae

‘importance, etc.

"Those. that survive and i are

purpose; practicality. The
fact they're listed alerts the
attendees to the importance
placed on them and, ‘to. an

- arrives -

~ individual who inighit ‘be
directly responsible, ‘a
preparation warning.

This assumes, of course,
the agenda is ‘distributed
before

before. Handing them out in
the meeting. is like forcing a
person to buy a stadium
ticket_. without knowing
who's playing what game.

Naturally, -an- item
requiring research by a

subordinate: manager needs.

more than one day’s-notice.
That’s when a “note to
prepare” is necessary -with
sufficient lead time to make
‘no time’ 4 limp excuse.

Division, and well- known North Shore. businessma
Arrow; Oklahoma and his friends and acquaintances F
“broken arrow” to him. (Ellsworth Dickson photo)

~ Twin Towers

Set pcas

8 been transferred to Broken

the meeting day -
at least ‘a. day |

anything. from

Most meetings
individual ‘reports - from
participants. They Can cover
sales or
production statistics.
department equipment and
morale. They're usually
important to the speaker,
informative to the chair-
person, hut less interesting
to the rest.

“My policy,” said the GM
of an auto-dealership, “is to
confine verbal. reports to

subjects of: interest to -the
whole’ team and ‘to have
department © statistics sub--
mitted on.a form I’ve devised

for each department. These
are. handed out in. the
meeting. If you're interested

te

bg! Wa’

ro! | Byron Wien

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-‘Loadings-for the first six
months of this year, at
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79,021 during the first half of
1978.

»

Showing an increase in

June this year, compared
with the same month last
year,, were movements of
lumber eastern rail, wood
chips and domestic wood

pulp.

Showing a decline were
shipments .of export wood
pulp owing to. the
longshoremen's one-week
strike in June.

in

include

to

-

_you'll read them - after the |
meeting. Saves a lot: of

time.” .

The VP of a brokerage
house confines. verbal input
to agenda items. “Each
subordinate has a statistical
report which is completed
before the - meeting and

_ distributed in the meeting. If
’ necessary, it’s discussed. at

the NEXT. imeeting. I need
the meeting -time to get
through theagenda.”

~“T. have few management |
meetings,” said a division
manager. of a large utility
company. “I have project
meetings. Each member of
my team has projects. Some

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are ‘localized’ to > .theis own
job-functions but most: relate,
to the whole division, .§

some a” ‘year. But. open.

reports are made. at every. _

meeting on every: Project. 7

We never lose. one :

Notwithstanding:
in ineptness, ~ m
meetings should:
management policy:

-decisions, _
“interest... is

stimulated, team spirirt’s

‘generated, and the senior

managér gains. a lot of in-

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When.
organized -by. agendas _ that .
‘include ‘items of. importance:
_to-_sales,; -expense - ‘and —in-
_vestment -
_participant’s

‘the |