Meetings and Team Management: Are traditional meetings still relevant in today’s tech-driven world?

Bus and MgmtNot for nothing are so many “Dilbert” comic strips set in meetings. Notorious for wasting  time, dulling motivation and draining creativity, meetings are widely seen as a necessary evil—one poll found that 46 percent of Americans prefer almost any “unpleasant activity” over a meeting. Not surprisingly, managers are trying to reinvent meetings to make them more productive and to meet the changing needs of a 21st-century economy. Technology and startup companies are experimenting with meeting formats and lengths, and some established organizations are following suit. And as staffs become more diverse, managers and researchers say meeting3946708876_2d75a7d26d_z dynamics must include more points of view, communication styles and ways of arriving at decisions. Some experts agree that new technologies may help solve many problems associated with routine meetings. Yet others say that changing corporate culture is more important. Among the questions under debate: Is technology fundamentally changing the nature of meetings? Are planned meetings better than spontaneous meetings? Can women be heard in meetings?

Joanne Cleaver, a freelance writer who has covered business for numerous publications, has written an in-depth report for SAGE Business Researcher on the relevance of traditional meetings in the modern business world. Below is an excerpt from her report:

As the pace of business accelerates, managers are trying to reinvent meetings. Technology and startup companies are experimenting with meeting formats and lengths, and some established organizations are adopting the resulting new practices. The emergence of the flat corporate structure (i.e., few bosses overseeing an army of self-directed, self-managing staff) appears to be diametrically opposed to traditional meeting culture. And as staffs become more diverse in terms of gender, generation and ethnicity, managers and researchers say meeting dynamics must adapt to include more points of view, more styles of communication and more ways of arriving at decisions.

This change is sending stress fractures through long-standing meeting culture and assumptions. From intern orientations to board of director assemblies, many meetings are happening in different ways, with different players, for different reasons.

Workers typically loathe meetings because they appear to wick away the one thing no one can make more of: time. For 18 percent of Americans, a trip to the Department of Motor Vehicles is a more appealing way to spend time than attending a “status” meeting – a prototypical form of meeting in which attendees update each other on the progress of various projects, according to a survey released in 2015 by software company Clarizen.[1]

You can read the full report free for the next two weeks by clicking here. If you would like more information about SAGE Business Researcher, please click here.

[1] “Clarizen Survey: Workers Consider Status Meetings a Productivity-Killing Waste of Time,” Clarizen, Jan. 22, 2015, http://tinyurl.com/nbgpbye.
This entry was posted in Change, Communication, Employees, Management, Uncategorized and tagged , , , , , by Cynthia Nalevanko, Editor, Management INK. Bookmark the permalink.

About Cynthia Nalevanko, Editor, Management INK

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 900 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, and Washington DC, our publishing programme includes more than 560 journals and over 800 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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