By Jazzmine Davis
In Chapter 12 of Management Communications: A Case Analysis Approach, O’Rourke deems appropriate the conversation about “business meetings that work.” His discussions of what a business meeting is, planning for meetings, and different meetings styles give managers a successful guideline to follow. I had great interest in the section that talks about when a manager should call a meeting. Meetings move group actions forward, and give members an opportunity to discuss and collaborate.
O’Rourke also explains the different reasons why a meeting should be called. To talk about goals, listen to reports, and gather opinions are some of the top reasons. I am particularly experienced with a former retail employer, New York and Company, calling meetings to train people. We would often get new associates, and our manager saw it beneficial to have group meetings—with new and old associates—to talk about the various things that we are trained on. How to use the register, interacting with customers, and how to run the fitting rooms were some of the big issues that new employees should know and what current employees should be reminded of.
Most of the employees dreaded the training meetings, and felt as if it was repetitive and a waste of time. What they did not realize is that the only way something becomes second nature is repetition. New York and Company’s training program is brilliant, and one of the reasons why the company’s customer service and employees are exceptional.