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This purpose of this descriptive case study is to examine students’ experience engaging in stand-up meetings during the team project for the application development course in their Management Information Systems (MIS) program. Although the body of research on agile stand-up meetings is growing, there is little research on the experience of students who are engaging in stand-up meetings. The majority of research focuses on business professionals instead of students.

This study uses a mixed methods approach to collect data by anonymously surveying students. This exploratory study is a prelude to implementing a larger-scale investigation of student perceptions of stand-up meetings. The research was conducted using a mixed methods approach that used a survey instrument with both open-ended and closed-ended questions to gather students’ perceptions. The qualitative data was analyzed using a thematic coding approach.

The results of this study demonstrate that students’ experiences with stand-up meetings are overwhelmingly positive, with students describing how stand-up meetings helped them communicate and collaborate with their team and solve problems together as a team. The majority of students in this study reported that participating in stand-up meetings helped them overcome roadblocks.

The main limitation of this descriptive case study is the sample size, since only one section of the course was available during the spring semester for the survey. Consequently, the findings may not be broadly generalizable to other contexts. An additional limitation is that the sample was obtained from a school primarily serving nontraditional adult students from underserved groups. One other limitation of this study is that the course surveyed was a synchronous online section with a limited amount of time for class sessions.

This case study should serve as a starting point for faculty, particularly information systems faculty, who are seeking to incorporate stand-up meetings into their courses. The benefits that students cited were clear. As one student stated, stand-up “allows us to vet through our work, help build interpersonal relationships and strengthen our skills.” The larger impact and contribution of this research is that encourages faculty to adopt the practice of stand-up meetings to enhance students’ communication, collaboration and problem solving.

Incorporating stand-up meetings into coursework benefits students by fostering collaboration, communication and problem-solving. The results of this study demonstrate that students’ experiences with stand-up meetings are overwhelmingly positive, with students describing how stand-up meetings helped them communicate and collaborate with their team and solve problems together as a team. The majority of students in this study reported that participating in stand-up meetings helped them overcome roadblocks.

This descriptive case study examines students’ experience engaging in stand-up meetings during the team project for the application development course in their MIS program. Although the body of research on agile stand-up meetings is growing, there is little research on the experience of students who are engaging in stand-up meetings. The majority of research focuses on business professionals instead of students.

Imagine yourself trying to: — keep an eye on time — listen to a long and confusing but relevant contribution — bring somebody into the discussion whom you believe has an important point to make — stop a “side meeting” that’s just developed all at the same time, and whilst being observed by a number of your colleagues. This is what we expect of someone who is running a meeting. No wonder most people find it difficult to do and, in turn, no wonder many managers take a dim view of the effectiveness of meetings. (The ones they attend, of course, not the ones they run themselves!)

The Worldwide Web has recently emerged as a highly effective technology to permit individuals to exchange and share information from around the globe. This paper investigates the applicability of the Web‐based technology to the support of team meetings in Korean corporations. We first examine key cultural characteristics of Korean enterprises as they relate to the way the firms conduct team meetings, and discuss a few design issues in the context of the characteristics. We argue that the organizational culture of Korean firms calls for a merger of text‐based electronic meeting support with video conferencing capability if meetings are to be productive. Ultimately, we envision an integrated team support system that meets the needs of Korean firms for collaborative tasks regardless of the time and location dimensions.

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.

Executives in the Caribbean are spending more time planning and attending meetings now than they did five years ago. They will continue to spend a great deal of time in meetings five years from now. Yet, in the spring of 1995, our survey of managers in the Caribbean found that approximately 35 per cent of the time spent in meetings is unproductive.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper concentrates on the meeting design characteristic of meeting size in order to uncover how this impacts employee engagement and task performance within an organization. The results revealed that meetings viewed by employees as being effective does boost their engagement level at work. Furthermore small meeting sizes consisting of well-chosen participants transpired to be the most effective format for yielding improved end-of-the-day task performance in the participants. Managers are therefore advised to seek feedback on the relevance of their meeting invitations, and carefully consider who is likely to add value to a meeting.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Organizational communication must not be directed towards individuals alone, but must be carried out effectively with groups – formal and informal – which exist in the organization. Groups have characteristics in and of themselves; some are composites of the characteristics of the individuals who make up the group, and some are unique to the group and may not be represented by anyone within the group. Communication with groups often takes place in meetings. Therefore, organizational communication directed towards groups and transmitted within team meetings deserves study and attention. Deals with the following three aspects of groups: nature of groups; advantages and disadvantages of groups; and applied group communication, i.e. meetings.

Meetings are not a magic elixir! Some meetings are worthwhile. Some meetings are a waste of time. Some meetings should never have been held. Employs humour and wit to show how meetings often resemble a dramatic performing art with a predetermined cast of ten stereotypical characters. Finishes with an explanation of five common myths about meetings which often lead to using 100lb of energy to produce three ounces of results.

Summarizes the findings of a survey dealing with business meeting practices in giant Korean corporations. Describes both meeting practices in very large Korean firms and also top Korean executives′ feelings about those meetings. Korean executives consider adequate preparation, clearly‐set objectives, agreement on follow‐up actions, and starting on time as the most important elements for a successful meeting. However, these elements are not being implemented adequately. Business meeting practices in Korea have room for improvement, both in terms of effectiveness and efficiency. There is also a huge disparity between the perception of the need for training in meetings management and the implementation of such training. Executive development programmes in Korea should certainly include far more training in meetings management.

Conferences, symposiums, and other meetings offer the promise of current information in changing fields, but it is sometimes difficult to learn when and where they will take place, and what their participants discuss. Two types of reference sources that facilitate access to such information are calendar indexes of forthcoming meetings, and indexes to the published proceedings of meetings. This paper focuses on three calendar indexes to scientific and technological meetings—Scientific Meetings, MInd: The Meetings Index, and World Meetings. These compilations of meeting calendars offer researchers and librarians important guides for planning and for keeping up to date in specific subject areas. (Wolman [1983] suggests that users of chemical information consult World Meetings to keep abreast of meetings in that field.) Meeting calendar indexes also serve as important retrospective reference aids in verifying, for example, the occurrence of past meetings, or in confirming whether proceedings were, to be published. Guides to scientific, medical, and technologic information, and guides to reference sources, list the index features briefly (for example, Roper and Boorkman 1980, 89–92); however, no previous evaluative comparisons of the three indexes were found in the literature.