Meetings called/attended by US business people in the course of their duties are examined in the light of: time spent, productiveness or otherwise, theoretical and actual productiveness, functional group differences, comparison of male and female attitudes, comparative weakness of finance groups in achieving productive meetings, the need for training to inculcate meeting skills, the cost in wasted money of ineffective meetings, the correlation between managing meetings and personal advancement/self‐perception, the need for subordinates, not just managers, to learn meeting skills. The implications of these factors are seen to be that meetings are important to any organisation; managed effectively, they increase productivity and, managed poorly, they cost American business a fortune.
CitationDownload as .RIS
MCB UP Ltd
Copyright © 1991, MCB UP Limited