The aim of this two day supervisor training managing meetings course is to improve participants management and personal skills and ensure that the whole process is a more effective use of their time. A number of issues are reviewed including: meeting type and purpose, setting the agenda, effective planning and preparation, the role of chairperson, other designated posts and members, control of members, results which should be achieved, and minute taking.

This supervisor training skills course will discuss symptoms and indicators that show when meetings are not being managed effectively and how to deal with people who are not making an effective contribution, e.g.: not participating in discussion, offering premature "solutions", over dominating, pursing hidden agenda's or hobby horses, involved in private battles, etc.

Careful consideration will also be given to the issue of whether a meeting is the most appropriate process in a number of different situations, and if so what type of meeting would be most effective, e.g.: advisory, bargaining, collegiate, command, or committee.

Different types of meetings will have different value sets, behaviourial requirements, protocols, etc. Indeed regular and stable group meetings will also establish their own cultural norms.

The supervisor training managing meetings course is highly participative (knowledge can only be converted to skill through continuous practise). Therefore, throughout the managing meetings course participants will take turns to chair meetings covering a variety of situations. Fellow course members and the tutor will provide the chairperson (and meeting members) with feedback of their performance, accomplishments, behaviours, procedural use, control of agenda and time etc.

Further reviews will be held to consider the application of learning within the work place in a variety of situations.

Participants will be provided with a managing meetings workbook for further study after this supervisor training course ends. This work book simulates a meeting between six section managers. Manager profiles are supplied and 12 different scenarios are described. The work book can form the basis of self study or alternatively can underpin group activity. If the latter is chosen then participants will follow this procedure:

1. Firstly to make up their own mind about each problem.
2. Then discuss their views with their team members toreach a consensus which acceptable to all members.
3. An explanation is offered as to how the author believes the problem should have been tackled and why theauthor advocated that approach.