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4-How-to-conduct-Meeting pptx

  1. Prepared by: Jo B.Bitonio IGPS – LNU Assoc Professor Presenter/Discussant
  2. Cooperative Meetings 1. General Assembly Meeting Powers of the General Assembly. Subject to the pertinent provisions of the Cooperative Code and the rules issued thereunder, the General Assembly shall have the following exclusive powers which cannot be delegated: a) To determine and approve amendments to the Cooperative Articles of Cooperation and By-laws; b) To elect or appoint the members of the Board of Directors, and to remove them for cause; and c) To approve developmental plans of the Cooperative. The General Assembly is composed of all the members entitled to vote, duly assembled and constituting a quorum and is the highest policy-making body of the Cooperative. The General Assembly shall hold its annual regular not beyond ninety (90) days after the close of its calendar year) at the principal office of the Cooperative or at any place as may be determined by the Board. Section 1-2 Article III Administration
  3. 3. Committee Meetings ( Audit Committee, Election Committee, Education and Training Committee, Mediation and Conciliation Committee, Ethics Committee, Credit Committee, Gender and Development (GAD) Committee & . Other Committees) • Committees should have their own meeting at least once a month. The regular meeting should be held on the agreed time by its members. • A special meeting may be convened also at anytime to consider urgent matters.
  4. • The members of the BOD should have a meeting at least once a month. However, the Chairperson or majority of the directors may at any time call a Special Board meeting to consider urgent matters. • The regular meeting should be held on the agreed time by its members. • Majority of the total number of Directors constitutes a quorum to transact business. Any decision or action taken by the majority members of the Board of Directors in a meeting duly assembled shall be a valid cooperative act 2. Board of Directors’ Meeting
  5. 4. Management Staff Meeting (General Manager, Cashier, Accountant, Bookkeeper)
  6. 6 Before the meeting, it is important to ensure that they are justified before committing, time, effort, and other costs involved. Consider what are the purposes of the meeting: • To exchange information • To monitor progress on performance • To deal with specific problems • To brainstorm issues • To develop future plans
  7. Order of Business • Refers to the agreed sequence in which items in the agenda will come before the meeting. • As a rule, the Order of Business cannot be arbitrarily re-arranged without making a formal motion to this effect and duly approved by the body.
  8. 8 The general principles for holding successful and productive meetings are valid for all types of meetings, whether traditional, face-to-face, or electronically linked. Effective meetings can: • Provide swift and productive communication between a number of people • Be a successful decision-making instrument • Enhance the motivation & communication of a team
  9. 9 Separate creative, analytical meetings from the routinary meetings. Creative meetings need a more relaxed timetable and atmosphere. It is hard to switch from the routine to creative and vice versa. Decide who could participate in creative meetings neither too many or few, only those who can contribute ideas. Creative & Routinary Meetings
  10. 10 The chairman and secretary should have a firm grasp of both the conduct of meetings and functions of the Board. Without a simple but consistently observed procedure, board work become chaotic, decisions are queried, discussions are re-opened after they had closed and members complain that their views have been ignored. Conduct of Meeting
  11. Actors in the Meeting 1. The Presiding Officer (PO) 2. The Secretary 3. The Members
  12. • Prepares the agenda; • Calls the meeting to order; • Keeps the meeting to its Order of Business; • Recognizes the Speaker; • Enforces good decorum; • Declares recess or adjournment; • Handles discussion in an orderly way; • Joins the discussion ONLY when he/she relinquishes or steps down as the presiding officer. The Presiding Officer
  13. The Secretary • Keeps an accurate record of what transpired in each meeting (minutes of meeting); • Keeps an up-to-date Roll of Members; • Should have at least two (2) log book, one for the minutes and another for the attendance; • Notifies the members of the schedule of meetings; • Prepares an agenda together with the PO; • Keeps a permanent record of all approved resolutions, policies, minutes & agenda.
  14. • Comes early for the meeting as presence is needed to determine quorum; • Prepares report if assigned to present; • Speaks only when recognized by the PO; • Addresses the discussions to the PO; • Avoids the use of personalities or insulting words during discussions; • Share ideas during meetings not after. The Members
  15. 15 All meetings should be announced in advance with the following information: • notice of meeting & agenda • current financial statements • a list of new member applications • a list of applications for withdrawal from membership • major recommendations and manager’s report Procedure
  16. 16 Choose the date, starting & finishing time and place. Having a definite finish time helps concentration and may help to avoid time consuming digressions. Make sure the data and time is suitable for all intended participants
  17. 17 Set the agenda. For each item clarify the objective and who will lead the discussion. Construct a timetable so that important items do not get squeezed out and lesser items do not absorb a misappropriate amount of time
  18. 18 Personal agenda have no price in a coop board and are especially dangerous when exhibited by officers.
  19. 19 1. Start Promptly 2. Always start the meeting with a prayer 3. Call to order by the Secretary 4. Determination of Quorum
  20. Order of Business Cont. 3. Approval of the agenda 4. Reading, consideration and approval of the minutes of the previous meeting 5. Matters or Business Arising From the Previous Minutes of Meeting 6. Presentation and acceptance of the reports of the officers 7. Unfinished business 8. New business 9. Announcements 10. Adjournment (Section 7 Article III Administration)
  21. “The meeting will please come to order”. 1. Call to Order The Presiding Officer stands and say: If the meeting has been called specially, he should also briefly state the purpose of the meeting or why it has been called.
  22. 2. Roll Call of Members Present/determination of quorum The secretary verifies which of the members are present by reading their names out from the attendance sheet. Quorum is determined by those who are present vis-à-vis the by-laws provision.
  23. 3. Approval of the Agenda • When the meeting starts, the PO should ask if anyone has items to be included in the agenda. After these have been added, the PO should call for a motion to adopt the agenda. A member should say, “ I move that the agenda be adopted.” A second is required. • A simple majority vote restricts the business of the meeting to the items listed on the agenda. • After the agenda has been adopted, it takes a two-thirds majority vote to change it.
  24. 24 Present objectives as well as the agenda of the meeting. Introduce each agenda with emphasis on the objectives Distribution of minutes by Sec - Read/React/Clarify - the concept of Debate/Decide /Direct (DDD)
  25. 4. Reading, consideration and approval of the minutes of the previous meeting These are read by the secretary and are then open for corrections. If correct, the presiding officer may say: “The minutes stand approved as read (or as corrected)”.
  26. 5. Matters or Business Arising From the Previous Minutes of Meeting • Opportunity for problems or questions from a previous meeting to be discussed. • Any item in the minutes of the previous meeting that still needs further discussion or updating as to its status should receive attention.
  27. 6. Presentation and Acceptance of the Reports of the Officers • Reports are generally for information only. However, reports with recommendations to be implemented require a motion “to adopt” or “to accept” it especially when it is to be issued or published in the name of the organization. • It is common that the reporting member end by making a motion if there is a specific recommendation for action.
  28. 7. Unfinished Business It may include: • any matter that was pending when the previous meeting adjourned; • any matter on the previous meeting’s agenda that were not reached; or • matters that were postponed to the present meeting.
  29. 8. New Business • Items listed under “new business” will be discussed in the order they appear on the agenda. • Items not on the agenda cannot be discussed unless the agenda is amended. • Amending the agenda requires a motion, a second, and a two-thirds (2/3) vote.
  30. 30 Business arising from the minutes - There is always a chance in your previous meeting that there were unfinished business. It depends to the culture of the organization - The Chair should not argue – The Chair is supposedly neutral. If the Chair argue, then he is not neutral anymore.
  31. 9. Announcements • The Presiding Officer should call on people to make announcements in the order listed on the agenda. • Strictly speaking, if the item is not on the agenda, the person should not be allowed to make an announcement.
  32. 10. Adjournment • The meeting ends but only after vote to adjourn is taken and announcement by the presiding officer that the meeting is adjourned. • Once the motion is made and seconded, the presiding officer can ask, “Is there any objection to adjourning the meeting? Hearing no objection, the meeting is adjourned.”
  33. 33 Reminders: The Chairman should be careful in giving those with different views the fullest opportunity to express them. Balance contributions on contentious subjects. Keep control of the time
  34. 34 BOD should not raise a difficult or controversial proposal suddenly or raising a proposal when the principal opponents are absent from the meeting. Surprises are good for parties not good for management.
  35. 35 As far as possible, the chairman will try to get the BOD to arrive at a unanimous decision or at least one in which the minority spontaneously agrees to adopt the majority view
  36. 36 The BOD will vote first on the amendment, if accepted becomes the decision of the meeting. If it is rejected, the BOD must vote on the original resolution
  37. 37 If, in either case, the votes for and against are equal, the Chairman can settle be giving a ‘CASTING VOTE”.
  38. Votes and Voting In the general assembly, only members entitled to vote shall be qualified to participate and vote in any General Assembly meeting. A member is entitled to one vote only regardless of the number of shares he/she owns. Election or removal of Directors and Committee members shall be by secret ballot. Action on all matters shall be in any manner that will truly and correctly reflect the will of the membership. No proxy and/or cumulative voting shall be allowed.
  39. 1. Majority Vote – one half plus one of the legal votes cast. 2. Percentage Vote – the proportion of a certain whole, for example, two-thirds of the legal votes cast or three-fourths of the members present. 3. Plurality vote – It is the number of votes that a winning candidate or proposition has over the closest rival although it may not constitute a majority vote. 4. Tie Vote – occurs when two or more candidates or propositions each receive the same number of highest vote thus creating a deadlock. 5. Unanimous Vote – results when a candidate or a proposition obtains the total number of legal or valid votes cast. Five Kinds of Votes
  40. Silence is Consent • Those who do not vote allow the decision to be made by those who do vote.
  41. 41 TRY TO AVOID 1. Taking notes as you are the leader and may also be a key contributor 2. Losing your temper (temper your temper) 3. Allowing participants to get involved in purely personal disagreements 4. Talking too much for too long 5. Insisting on having the last word 6. Talking first, except to introduce a topic 7. Consider diverse views
  42. 42 A written record known as minutes should be kept of all board meetings. Minutes are very important, as the recorded decisions of the BOD are the AUTHORITY on which the manager of the society acts like: when money is invested, new positions are opened for more staff, etc.
  43. 43 Without written authority the actions might be questioned, and if the decision turned out to be a bad one, the BOD might disclaim the responsibility
  44. What to INCLUDE: • The kind of meeting • The name of the organization • Date, Time and Location of the meeting • Name of Chairperson and Secretary • Names of Attendees • Record action on the minutes from the last meeting
  45. • The secretary is responsible for the minutes of an organization. • Minutes are written record of the meetings. • Accurate minutes are of vital importance as they constitute permanent records or proposals, decision, reports etc., • Minutes are legal record of the meetings. • Minutes should be written as concisely as possible.
  46. What to include: • The exact wordings of the main motions that were voted on, if the motion passed or failed, and the name of the person who made the motion and seconded. • If the vote was counted, the count should be reflected in the minutes. • Any notice that was given at the meeting- required for amendments to the by-laws.
  47. What to include: • Points of order and appeals. • Committee reports are to include the committee name, person providing the report. If a printed report is distributed it should be attached to the minutes and noted as such. • The time of adjournment.
  48. What to LEAVE OUT: • Opinion and flowery language • Judgmental phrases • The actual discussion – remember we are recording what was done (results, agreements), not what was said (statements, process). • Motions that were withdrawn • Detail of reports
  49. 49 • RESULT – expectation of members - represents the members and protect the interest of members LOOK AFTER THEIR WELFARE a leader should know very well their members and should positively act on their problems. If leader neglects their welfare, their loyalty and interest will decline
  50. Make sound and timely decisions The ability to make rapid estimate of the situation, arrive a sound decision and announce decision in the correct form of order at the proper time is essential to a leader. For any situation that may arise the leader should be able to act logically. Responsiveness
  51. 51 Administrative Matters First 5. Deal with administrative items such as: Introduction of any newcomers, expressions of congratulations, thanks, good wishes, condolences, apologies receives from absentees, domestic arrangement, breaks, expected finish time, etc
  52. 52 Motion is a proposal that the entire membership take action or a stand on an issue. Individual members can: 1. Call to order 2. Second motions 3. Debate motions 4. Vote on motions Point of Inquiry? Chair will ask “What is your point inquiry”? Violation of the order of business or Change course of the business Raise “POINT OF ORDER”
  53. 1. A member request recognition 2. The member is recognize by the chair 3. The motion is made 4. The motion is seconded 5. The chair states the motion and asks for objections, comments or questions 6. Debate is held 7. The chair puts the question to vote 8. The chair announces the vote How a Motion is made?
  54. 54 Report of GM – The most substantial tells you what happen so far in the coop’s operation. The Chair ask recommendations for his actions Reports of the standing committees – Acts on the recommendation of the Committees
  55. 55 When somebody is making recommendation, ask for comments. If there is no comment. The Chair will declare that the recommendations be approved. With comment – the Chair will allow debates, listen to both side. Until the Chair feel that the matter are sufficiently discuss. Then he can now divide the house.
  56. 56 Many Presiding Officers (POs) had the tendency to talk all the time, becoming their advocacy. NO! If the Chair wants to give inputs then he calls the VC to preside till the time the matters being discussed have been addressed. The Chair says “ the VC had acted upon the matter, so I am now assuming the Chair.
  57. 57 MAXIMIZE OUTPUT. Technology of participation. We want to maximize output because we want to: INNOVATE – idea generation and solve problem. Some members of the Board are talkative/silent. How do we get silent people to participate? Agenda – Increase Volume of Business Provide papers. Ask them to write 3 ideas on the agenda. Capture everybody’s idea. Come up with the presentation of ideas. Divide the group into 2 so that there will be sharing of ideas. Come up with the presentation of ideas. Prioritize ideas and act on it.
  58. Encourage the shy and restrain the verbose and opinionated Allow only one discussion topic at a time. Employ visual aids where they may help people to make their points 58
  59. 59 On members speaking at the same time – recognize one person at a time Rejection on the approved decision – Open for comment. Disagree without being disagreeable (IMPERFECT CHARACTER) Summarize at intervals
  60. At the last part of the meeting – The Secretary is requested by the Chair to announce resolutions approved or action points agreed upon you Ask a motion for adjournment Thank every one for their contribution. Conclude firmly & tidily
  61. 61 After the meeting: 1. Request the secretary to write down immediately decisions taken, the tasks agreed with person responsible for action and the dates by which action should be achieved. 2. Distribute the note to all participants and to others as appropriate 3. Monitor the progress of subsequent action. Minutes should be certified true and correct by the Secretary and attested by the Chairman
  62. 62 Conducting a meeting is an art, an art that can be learned through an expert or consultant
  63. Clarity Conciseness Concreteness Completeness Correctness Consideration Courtesy
  64. Never stop learning, because life never stops teaching.
  65. Resources •Andres Felipe Camargo Benavides & Michel Ehrenhard (2021). Rediscovering the Cooperative Enterprise: A Systematic Review of Current Topics and Avenues for Future Research | SpringerLink Santiaguel, Emmanuel (2021) Governance Issues in Cooperatives Slide 1 ( Basilia (2019. Cooperative Governance
  66. • Shaw, Linda. 2006. Overview of Corporate Governance Issues for Co- operatives GCGF_Discussion_Paper_Corporate_Governance_Issues_for_Cooperati ves_070108.pdf • UNESCAP (2009). What is Good Governance. good-governance.pdf