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Article
Publication date: 30 April 2020

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

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Abstract

Purpose

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

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Strategic Direction, vol. 36 no. 6
Type: Research Article
ISSN: 0258-0543

Keywords

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Article
Publication date: 27 July 2021

José C.M. Franken, Desirée H. van Dun and Celeste P.M. Wilderom

As a problem-solving tool, the kaizen event (KE) is underutilised in practice. Assuming this is due to a lack of group process quality during those events, the authors…

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Abstract

Purpose

As a problem-solving tool, the kaizen event (KE) is underutilised in practice. Assuming this is due to a lack of group process quality during those events, the authors aimed to grasp what is needed during high-quality KE meetings. Guided by the phased approach for structured problem-solving, the authors built and explored a measure for enriching future KE research.

Design/methodology/approach

Six phases were used to code all verbal contributions (N = 5,442) in 21 diverse, videotaped KE meetings. Resembling state space grids, the authors visualised the course of each meeting with line graphs which were shown to ten individual kaizen experts as well as to the filmed kaizen groups.

Findings

From their reactions to the graphs the authors extracted high-quality KE process characteristics. At the end of each phase, that should be enacted sequentially, explicit group consensus appeared to be crucial. Some of the groups spent too little time on a group-shared understanding of the problem and its root causes. Surprisingly, the mixed-methods data suggested that small and infrequent deviations (“jumps”) to another phase might be necessary for a high-quality process. According to the newly developed quantitative process measure, when groups often jump from one phase to a distant, previous or next phase, this relates to low KE process quality.

Originality/value

A refined conceptual model and research agenda are offered for generating better solutions during KEs, and the authors urge examinations of the effects of well-crafted KE training.

Details

International Journal of Operations & Production Management, vol. 41 no. 6
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 16 August 2021

Sutarti , Akhmad Syakhroza, Vera Diyanty and Setio Anggoro Dewo

This study aims to investigate the direct effect of directors’ age diversity, and its interaction effect with the effectiveness of TMT meetings on bank performance.

Abstract

Purpose

This study aims to investigate the direct effect of directors’ age diversity, and its interaction effect with the effectiveness of TMT meetings on bank performance.

Design/methodology/approach

Quantitative data were extracted from the bank’s annual reports for the six years 2011–2016. Age diversity was calculated using the coefficient of variation, and the bank’s performance was measured as return on assets and return on equity. The frequency of directors’ meetings was used as a proxy for the effectiveness of TMT meetings.

Findings

Based on the hierarchical regression analysis, the results do not support the hypothesis that there is a negative influence between age diversity on performance. However, the results support the hypothesis that age diversity has a positive effect on performance because of the high effectiveness of TMT meetings.

Research limitations/implications

The limitations of the study include the use of only samples of the banks registered with Bank Indonesia. The subsequent research could use cross-country bank samples. In addition, the research uses age-related diversity variables only. Therefore, further research could consider other types of diversity such as education, functional or tenure. Furthermore, this study is limited to the effectiveness of the director (TMT) meetings as the only moderating variable. Further research could improve on this by including other moderating variables.

Practical implications

The findings of this study indicate that the existence of age diversity in TMT will aid bank governance if it is accompanied by effective meetings among groups of directors of varying ages. This age composition of directors will make meetings more effective as rich information for strategic decisions will be generated from different points of view because of the wide spectrum of age categories, and hence, there will be a positive impact on bank performance.

Social implications

This study indicates that effective meetings of TMT groups of different ages will minimize the rise of “self-esteem”. Therefore, they will benefit the creation of a better quality relationship among TMT individuals. Accordingly, TMT within a company will have more opportunities to discuss in providing bright ideas for the company on how to innovate and create a new strategy to improve its performance.

Originality/value

This study, being the first to explore the effectiveness of TMT meetings to bank performance in the contexts of directors’ age diversity, contributes to the literature in this area, and especially to the body of knowledge about companies implementing a two-tier governance system.

Details

Team Performance Management: An International Journal, vol. 27 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 1 February 1986

Ken Back and Kate Back

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…

Abstract

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!)

Details

Industrial and Commercial Training, vol. 18 no. 2
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 February 1999

Ilyoo B. Hong

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…

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789

Abstract

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.

Details

Industrial Management & Data Systems, vol. 99 no. 1
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 January 1991

Walter A. Green and Harold Lazarus

Meetings called/attended by US business people in the course oftheir duties are examined in the light of: time spent, productiveness orotherwise, theoretical and actual…

Abstract

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.

Details

Journal of Management Development, vol. 10 no. 1
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 December 1997

Sayed M. Elsayed‐Elkhouly, Harold Lazarus and Volville Forsythe

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…

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1928

Abstract

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.

Details

Journal of Management Development, vol. 16 no. 9
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 September 1995

Nelda Spinks and Barron Wells

Organizational communication must not be directed towardsindividuals alone, but must be carried out effectively with groups– formal and informal – which exist in the…

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6950

Abstract

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.

Details

Executive Development, vol. 8 no. 5
Type: Research Article
ISSN: 0953-3230

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Article
Publication date: 1 June 1994

Ken Matejka and Ramona Julian

Meetings are not a magic elixir! Some meetings are worthwhile. Somemeetings are a waste of time. Some meetings should never have been held.Employs humour and wit to show…

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632

Abstract

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.

Details

Management Decision, vol. 32 no. 4
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 April 1993

Yoon R. Lee and Harold Lazarus

Summarizes the findings of a survey dealing with business meetingpractices in giant Korean corporations. Describes both meeting practicesin very large Korean firms and…

Abstract

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.

Details

Journal of Management Development, vol. 12 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

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