United States
Environmental Protection
Agency
Administration And
Management Resources
(PM-211D)
EPA/IMSD-91-002
March 1991
Selected Management
Articles
Effective
Conference Planning
PEOPLE
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EFFECTIVE
CONFERENCE PLANNING
MARCH 1991
Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
Room M2904 PM-211A
401 M STREET, SW.
Washington, D.C. 20460
(202) 382-5922
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EFFECTIVE CONFERENCE PLANNING
TABLE OF CONTENTS
INTRODUCTION
I. PLANNING 1
II. SITE SELECTION AND LOGISTICS 6
III. CONFERENCE AGENDA
A: TYPES OF MEETINGS 10
B: PRESENTATIONS 12
C: SPECIAL PROGRAMS 16
IV. EXHIBITS 19
V. POST-CONFERENCE 23
VI. CONFERENCE ALTERNATIVES: TELECONFERENCING AND
VIDEOCONFERENCING 26
EPA HEADQUARTERS LIBRARY MANAGEMENT COLLECTION LIST OF
MANAGEMENT BIBLIOGRAPHIES 32
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EFFECTIVE CONFERENCE PLANNING
INTRODUCTION
Effective Conference Planning was developed for use
by EPA managers and staff in developing and holding
successful meetings that fufill the goals of sponsors and
participants. The many aspects of conference management
are described, including determining the type of meeting
needed, developing an agenda and arranging logistics.
Also reviewed are techniques for memorable speeches,
exciting exhibits and special events.
Each entry in Effective Conference Planning
includes a summary of a journal article with the source
of the entry noted at the end of the summary. The
information is organized into the following sections:
Planning; Site Selection and Logistics; Conference
Agenda: Types of Meetings, Presentations, Special
Programs; Exhibits; Post-Conference; and Conference
Alternatives: Teleconferencing and Videoconferencing.
Effective Conference Planning was compiled from
ABI/INFORM and MANAGEMENT CONTENTS databases which are
accessed through DIALOG.
For copies of the articles listed in this
bibliography contact Sigrid N. Smith, Reference
Librarian, EPA Headquarters Library, (202) 382-5922, or
Email address Library.HQ/EPA3738. Other EPA Headquarters
Library management bibliographies are listed at the end
of this bibliography.
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I. PLANNING
Framework for Conference Management
Tompkins, Robert
Optimum (Canada) v!8n3 PP: 89-110 1987
Public-sector managers who are responsible for delivering
successful national and international conferences may find a
new planning framework helpful. Based on over* 20 years of
conference experience, this conference management framework is
designed to help managers deal with the multitude of tasks for
which they are responsible. The framework consists of 5 key result
areas necessary for a successful conference. Three areas are very
visible to the public and conference participants: 1. program
quality, 2. publicity and promotion, and 3. information and
communications. Two areas are less visible but equally
important: 1. organization and logistics, and 2. finance and
administration. Each key area contains a variety of essential
components that must be planned, organized, and delivered. In
addition, managers are advised to: 1. be aware of rules and
regulations, 2.insist on tight, clear internal communications, and
3. avoid procrastinating. Diagram
(ABI/INFORM)
Making Meetings Work
Waller, Linda
Black Enterprise v21n2 PP: 92-96 Sep 1990
Being assigned to plan a major meeting is often a difficult
task for managers working in a small to midsized company that
does not employ a staff meeting planner. Planning a meeting
takes tactical maneuvering to result in a smooth, effective
operation. A successful meeting must be well defined in its purpose
and goals, well planned, and the principals involved must be
prepared to meet the unexpected when trying to execute the event.
Good meetings and conventions are planned with creative
practicality and consideration for costs. Laverne Morrow,
president of Emprise Designs, a group facilitating and meeting
planning firm, says that there are 10 key elements to planning
a successful meeting: 1. purpose, goal, and desired outcome, 2.
target population, 3. meeting content, 4. speakers, 5. site
selection and hotel negotiation, 6. promotions and publicity, 7.
logistics and arrangements, 8. registration, 9. on-site
management, and 10. billing and cleanup.
(ABI/INFORM)
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Meeting Planner's Secret - Sense of Humor
Maher, Thomas M.
National Underwriter (Property/Casualty/Employee Benefits) v93n51
PP: 14E-16E Dec 18, 1989
Convention planners have a monumental task. The job calls for
patience, creativity, detail orientation, and adaptability.
Bobbie Zucker, Jim Saunders, and Lori Beauchemin are 3 convention
planners who have maintained their sense of humor in what often
is a stress-filled environment. This possibly could be the
secret to being a successful convention planner. Zucker, director
of conferences for the Risk and Insurance Management Society
(RIMS), is responsible for arranging the RIMS annual conference.
Saunders, director of corporate communications for William Penn
Life of New York, currently is in the midst of preparations
for the firm's next conference for general agents. Beauchemin,
vice-president of the Insurance Conference Planners Association,
believes that a lot of change has occurred in the industry in terms
of meeting development. References. (ABI/INFORM)
No Detail Too Small
Dininny, Paulette
Nation's Business v77nlO PP: 62,64 Oct 1989
A company's meetings reflect its owners' and managers'
professionalism, organizational skills, and creativity.
Regardless of a company's size, or the size of its meetings,
well-managed meetings can be achieved through the following
guidelines: 1. Define goals. 2. Decide who will handle the
planning. 3. Take nothing for granted by paying attention to
details. 4. Develop a sequential plan of action. 5. Be flexible.
6. Be thorough. 7. Keep clear notes. 8. Get everything in
writing. 9. Establish a good rapport with hotel staff members. 10.
Conduct an evaluation after the event. Employees who can
plan effective and successful meetings may also be able to apply
the same organizational and problem-solving skills to future
business problems. Organizations and publications are available
to assist novices as well as professionals in planning meetings.
Graphs. (ABI/INFORM)
Careful Organization Will Result in a Successful Meeting
Anonymous
Sales & Marketing Mgmt in Canada (Canada) v30n9 PP: 16-17 Sep 1989
Organizing a large meeting should include engaging the services
of a professional meeting planner who will handle all the details.
Some planning guidelines are: 1. Clearly define the purpose of the
meeting. 2. Identify the expectations and needs of those who will
attend. 3. Develop an appropriate theme. 4. Make a rough draft of
the meeting schedule and select dates. 5. Determine a price range
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that is within the budget. 6. Do not limit the meeting to one
objective or select a theme that is not broad enough. 7. Do not
waste time looking for a location and a facility until the meeting
profile is complete. When the meeting is over, a meeting should be
held with the convention coordinator to review the charges and tie
up loose ends. All materials should be packed and shipped back to
the office. Tables. (ABI/INFORM)
Calculating Meeting Costs
Hall, R.P.
Association Management v36n!2, Supplement PP: 161, 163 Dec 1984
A cost accounting technique is presented for analyzing expenses
involved in conventions. With this information, a meeting planner
can determine the registration fee and whether to break even or
make a profit. Fixed and variable expenses must be considered. The
concept of the contribution margin, which is the amount of sales
revenue after all variable expenses have been deducted, must be
understood. An example is provided to illustrate the calculation
technique. This cost accounting method should only be considered
an aid to decision making.(MANAGEMENT CONTENTS)
Making Meetings Productive
Kazemek, Edward A.
Healthcare Financial Mgmt v41n4 PP: 110,112 Apr 1987
Although meetings are an integral part of organizational life,
little attention is given to increasing their productivity. The
major cause of unproductive meetings is lack of planning. One
planning approach for meetings entails 6 steps: 1. Define the
purpose of the meeting, which may be to give or get information,
to solve a problem, or to initiate an action. 2. Determine specific
objectives to be accomplished during the meeting. 3. Develop a
formal agenda that includes only those items related to the
objectives set. 4. Select and inform participants, trying to limit
rather than expand attendance. 5. Identify materials and equipment
needs to avoid problems and delays once the meeting is in progress.
6. Select an evaluation and recording method so it can be
determined whether or not the established objectives have been met.
(ABI/INFORM)
Convention Bound
Rounds, Kate
Insurance Review v48n2 PP: 26-30 Feb 1987
The first step in planning a meeting is to examine the budget
and determine how much can be spent on rooms, meeting space, food,
and beverage. Next, the needs of the attendees should be assessed.
Location will depend on the meeting's purpose. A motivational
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meeting is best held at a resort or luxury hotel, while a quick
meeting is conveniently held in an airport hotel. Help in site
selection can be obtained from a number of sources, including
comprehensive hotel directories and convention and visitor
bureaus. Negotiations with the hotel should include discussions on
scheduled meal functions, tallies, charges for cocktail parties,
discounts on room rates, and other savings opportunities. Great
attention must be paid to details, such as audiovisual needs,
seating configurations, and signs to direct attendees to the
various functions. (ABI/INFORM)
Conventions on a Budget: How to Keep Costs Down
Evans, J.H.
Association & Society Manager v!6n2 PP: 46-48 Feb/March 1984
A priority for meeting planners is minimizing convention costs.
Expenses must be controlled without decreasing the program's
quality. Careful purchasing and negotiations are the best ways to
trim costs. Discount air fares are available in many areas. Hotel
room rates can be negotiated and extras added. Food and beverage
costs can be lowered by ordering less expensive or fewer courses.
Creative scheduling can also reduce costs. Planners should always
be flexible, and openminded for best results.
(MANAGEMENT CONTENTS)
10 BIGGEST MISTAKES - AND HOW TO AVOID THEM
Successful Meetings v24n9 PP: 41-45,136 Sept 1975
(Part 1)
Check your planning for any of these 10 mistakes meeting
planners make. 1) Fails to set objectives; Set good meeting
objectives, attainable, specific, containing an action verb and a
number. 2) Doesn't meet audience needs; Build a profile. 3) Is a
slave to precedent; A meeting should stand on its own. 4) Doesn't
involve management; Have management help set objectives.
Participation here can assure value. 5) Is gimmick oriented; Must
be built on realities. 6) Uses only one-way communication;
Schedule audience participation. Get them involved. 7) Allocates
time unrealistically; Be elastic, allowing time for participation,
rest, and relaxation. 8) Doesn't rehearse resources; Speakers
who rehearse are better performers. Also rehearse the schedule.
9) Fails to plan for followup; Give assignments. 10) Omits
evaluation; Check with supervisors. Hand out reaction cards. Ask
for important ideas.
(ABI/INFORM)
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Avoiding the 10 Biggest Mistakes That Meeting Planners Often Make
Smith, Homer
Sales & Marketing Mgmt v!28n5 PP: 138-142 Apr 5, 1982
(Part 2)
Five of 10 common problems in planning meetings are discussed.
Poor meeting facilities are one problem. Although routine sales
meetings are generally held in the home office because it is
cheaper and less troublesome for staff, meetings away from the home
office permit more freedom from distractions. Failure to check out
equipment is also a typical problem, as is overlooking ''budget
busters.'' Part of the total meeting plan should include a specific
follow-up procedure within a few weeks of the meeting. A good
meeting evaluation must provide an indication of how well the
meeting met its objectives. (ABI/INFORM)
Save Time Planning Meetings-Tricks of the Trade Make the Job Easier
Brenner, Alan T.
Association Mgmt v32n!2 PP: 79-80 Dec 1980
Suggestions that can assist in saving time when planning
meetings include: 1. Commit everything to writing. 2. Utilize the
convention bureau. 3. Get copies of written programs of events
convention centers develop for working crews. 4. Place the meeting
location on the member mailing list. 5. Bring a tool kit to the
meeting site. 6. Draw diagrams of room set ups. 7. Read the trades.
8. Allow the local hotel/motel association and the convention
bureau free space. 9. Have the proper function in the proper room.
10. Utilize local contractors if possible. 11. Hold a rehearsal.
12. Meet with facility staff each morning. 13, Pay attention to the
members' needs. 14. Have an upbeat finish. 15. Have a post-
convention meeting with the facility staff.
(ABI/INFORM)
The Security Game: Play 'Prevent* Defense
Kushner, Barry
Successful Meetings v27n5 PP: 71-72,150-167 May 1978
Convention security should include protection for those
attending, those exhibiting, and the goods on exhibit. Planning
has 3 particular areas of emphasis: 1. the conventioneer and his
hotel, 2. the exhibit hall and its security and safety in the
event of fire or bomb threat, and 3. the security to be
provided for the goods on exhibit. A checklist is provided for
inquiries with hotels to determine the safety and security
provisions they make for guests, including the door locking
facilities and exit routes. Guard services at exhibit halls can
be a liability instead of an asset, if well-managed guard services
are not used. Each exhibitor must be security-conscious with his
exhibit. Expensive goods should be safeguarded by internal security
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devices to make them hard to steal or remove. Security guidelines
for attendees can be included in pre-registration or promotional
1iterature. (ABI/INFORM)
DO A MORE PROFESSIONAL MEETING JOB
Petrovic, Nikolaj M.
Sales Meeting Magazine v23n6 PP: 70-71 June 1974
This article is the third in a series of ways to do a more
professional meeting job. Petrovic offers 12 tips to the meeting
planner for on-site management and post-meeting wrap-up. These
include meeting with hotel representatives upon arrival to be sure
all arrangements have been made for the program, staging initial
on-site convention staff meetings to familiarize everyone with the
property and the plans for the program, arranging for coverage of
VIPs, preparing speakers, reviewing arrangements for meals and
social functions, displaying directional signs, developing
rehearsal schedules for the registration desk, preparing meal
function guarantees, staging banquet head table rehearsal, on-site
exposition promotion and management, distributing gratuities, and
post-convention meeting and financial wrap-up. The author advises
planners not to be afraid to learn and to go back to basics when
it comes to staging a successful meeting.
(ABI/INFORM)
II. SITE SELECTION AND LOGISTICS
A Convention and Meeting Planners' Handbook
Anonymous
Association Mgmt v41n2 PP: 43-50,61-65 Feb 1989
Planning a successful meeting can be a complicated job.
Important how-to information concerning site selection, the
.arrangement of housing and reservations, the provision of
reservation and information services, planning for
preconvention briefings, planning for food and beverages,
program development, and postmeeting evaluation procedures is
offered. Site selection, for example, involves the careful,
methodical collection of key information, which can then be
put to work in choosing a site that best suits the needs and
the budget. A personal visit to the proposed site is essential. If
managing reservations is too great a burden for the staff, it is
possible to set up a housing bureau with either the hotel or
convention bureau. The area selected should be large enough
to handle a crowd comfortably. In addition, the room holding
the gathering should have all the required amenities. Tables.
(ABI/INFORM)
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17 Questions for the Novice Planner
Kern, Richard
Sales & Marketing Mgmt v!40n!3 PP: 77-79 Oct 1988
There are 17 questions that a novice planner should ask to
organize a successful meeting: 1. Will the hotel guarantee
the number of rooms required? 2. What meeting rooms will be
reserved for the sessions? 3. What other groups will be in the
hotel at the same time? 4. Will there be any interior construction
under way during the meeting? 5. How will sleeping accommodations
be assigned and priced? 6. What is the hotel's policy on
complimentary rooms? 7. What is the check-in and check-out policy?
8. What are the binding union rules? 9. What staff people will
be involved? 10. What meeting equipment will the hotel
furnish? 11. Will separate registration desks be provided?
12. What are the hotel's food facilities and regulations? 13.
What arrangements and regulations govern liquor? 14. How will
airport transportation be handled? 15. What is the parking
situation? 16. What are the procedures for shipping and
receiving meeting/conference materials? 17. What is the
recommended procedure for tips and gratuities? (ABI/INFORM)
Checklist: Planning an Off-Site Meeting
LeFaivre, Alvin W.
Public Relations Jrnl v43nl PP: 29-30 Jan 1987
Planning for an off-site meeting should begin 6 months before
the event. Once it has been decided in which city the
meeting will be held, the coordinator should visit a number of
hotels and resorts there. During the visit, the coordinator
should examine several rooms and try the food. The layout of each
hotel also should be examined. The hotel managers should provide
references from other groups that have met there recently- Once the
hotel is selected, the coordinator should negotiate with the
hotel for group rates. When the rate is settled, the rooms should
be reserved with a money deposit. The coordinator also should
consider all the logistics concerning the meeting, such as the
availability of audiovisual equipment and electrical and sound
systems. Other things the coordinator should do include: 1.
getting supplies as early as possible, 2. arranging for
arrivals and departures, and 3. checking bills daily for any
discrepancies. (ABI/INFORM)
Meeting Management Can Be Tricky
Nolan, Nancy N.
National Underwriter (Property/Casualty/Employee Benefits) v91n!5
PP: 34-35,80-81 Apr 13, 1987
In planning meetings for 100 people or less, meeting
planners should begin making arrangements 6 months ahead of the
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event. Once a city has been selected, the planner should visit
several hotels there, walking through the property, checking
the rooms, and trying the food. Also, ask for the names of other
groups that have stayed there. The time of the week and the season
of the year can be determining factors in cost, but a good hotel
manager will help work out a compromise on the desired time of the
meeting and the amount of money the firm wants to spend. The
meeting planner should check the layout of the hotel and the
distance from the guest rooms to the meeting rooms. It might
be wise to preassign certain people to specific rooms. Name tags,
slide shows, photographers, and gifts for special guests are among
the details that can and should be taken care of well in advance
of the meeting. Be sure to check the bill after the meeting, and
then, take care of it within a week. (ABI/INFORM)
Hotels That Deliver.
Lofft, V.
Successful Meetings v33n!2 PP: 8 Dec 1984
At a time when businesses are in an austerity program, the most
successful hotel salespeople are able to sell meeting or incentive
space based on a guarantee of the event being successful, not cost.
Companies will buy elements that send their people back to the job
feeling cared for and pampered. It is an intangible attitude, not
hotel amenities, that makes companies choose a more deluxe
property. A quality package should include: 1) people who take an
interest in your needs, 2) image, 3) reputation, and 4) sincere
service. People are what makes a memorable event.
(MANAGMENT CONTENTS)
Small Towns and Cities: Back to Basics with Style.
Evans, J.H.
Association & Society Manager v!6n5 PP:40,42-44+ Aug/Sept 1984
Small towns offer many advantages to convention planners. Lower
rates, facilities, and tourist attractions are some of the
benefits. Many secondary cities offer accessibility along with good
services. University cities are chosen because of the available
facilities and inexpensive dormitory housing. Examples are
provided of small towns that have successfully met the needs of
convention planners. (MANAGEMENT CONTENTS)
19 Things to Worry About at Your Off-Site Meeting.
Rosenthal, S.
Training v21n6 PP: 64-65 June 1984
A lot of things can go wrong with an organization's off-site
meeting. Nineteen of them are identified. Careful planning and
information gathering about accommodations and service at the
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meeting place can lessen, but not eliminate, the risk.
(MANAGEMENT CONTENTS)
A Checklist for Evaluating a Training Facility/Demand the Trivial!
Yells an Unhappy Trainer
Finkel, Coleman; Laird, Dugan
Successful Meetings v33n6 PP: 94-102 Jun 1984
The quality of a training facility should be evaluated in terms
of the facility's design and its staff. A checklist has been
created to aid in such an evaluation. Facility design comprises 7
environments. The main meeting room environment evaluates such
factors as seating, air conditioning, and size. Some of the other
environments are the break-out room, dining facilities, and
sleeping rooms. The staff evaluation covers such questions as skill
in terms of operating audiovisual equipment, speed of response, and
knowledgeability. Hotels often overlook some of the trivial needs
of a conference that make the difference between a fruitful meeting
and a nervous disorder. These ''trivialities'• include: 1.
providing wastebaskets, 2. training hotel employees not to
interrupt a session, 3. being honest about whether a room is
soundproof, and 4. setting up the room so that the podium is
opposite the main entrance.
(ABI/INFORM)
What to Look for in a Site
Anonymous
Successful Meetings v31nll PP: 21-26 Nov 1982
When selecting a meeting site, consider: 1. geographic location,
2. recreation, 3. post-convention tours or vacations, 4. financial
limits o,f attendees, 5. convention objectives, 6. self-contained
site or metropolitan area, and 7- exhibits. Before investigating
a specific property, contact local convention bureaus for
information. Then, a personal site inspection visit, well in
advance, is vital. During site inspection, look for: 1. general
condition, 2. hotel accommodations and service, and 3. number,
size, and type of meeting rooms. Give the hotel and the convention
bureau information about your group. When you are close to a
decision, talk about price - everything is negotiable. As
competition for choice sites has become stiffer, you must plan
further in advance. A committee of site executives should share
with you: 1. summary of accommodations and ranges, 2. a detailed
description of each function room, and 3. a list of technical
equipment needed. Exchange authorization sheets listing names,
addresses, phone numbers, and responsibilities of those involved.
Make each step of the process as complete and professional as
possible. Checklist.
(ABI/INFORM)
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It Pays to Vet Your Venue
Seekings, D.
Marketing vlOnV PP: 41,44+ Aug 12, 1982
In order for a conference to be successful, the accomodations
must make the delegate receptive to the presentations being
offered. The first step in finding a suitable venue is desk
research. However, accurate information about the facilities is
often difficult to obtain. Although private sector hotels are a
popular choice, they rarely have facilities designed particularly
for conferences. Other possibilities include university meeting
halls and local council chambers. Venues should always be inspected
in person by the conference organizer. In addition, payment terms
should be agreed upon in advance. (MANAGEMENT CONTENTS)
III. CONFERENCE AGENDA
A: TYPES OF MEETINGS
Effective Brainstorming
Waddell, Fred
Manage v41n4 PP: 4-5,9 Mar 1990
The ways in which correctly structured and conducted
brainstorming can be valuable include: 1. generating useful and
profitable ideas, 2. finding solutions to difficult problems,
3. using it as a research tool, 4. generating a sense of
participation, and 5. identifying motivated and resourceful
staff members. A scenario is developed using a personnel
manager who conducts an effective brainstorming session. The one
question used to generate ideas must be carefully determined
so that it is not misinterpreted. At the beginning of this
brainstorming session, the purpose of the session should be
stated, the process should be outlined, and the question should
be presented. After a rapid idea-generation period is
conducted, the ideas should be noted down, duplicates should be
eliminated, and unclear ideas should be clarified. About 30 to
35 minutes should be devoted to discussing the ideas, which
are then prioritized and categorized. A vote on the ideas
can be taken or the categories can be refined and studied and
specific recommendations can be made. (ABI/INFORM)
Wacky Ways to Wake Up Meetings
Englander, Todd
Incentive Vl64n4 PP: 54-58 Apr 1990
Some incentive planners are using humor and gadgets to motivate
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salesforces, reinforce corporate messages, and instill some fun
and laughter into meetings. These tactics alleviate boredom, help
participants to relax, and improve attention levels, while
reinforcing critical themes or issues. Conducted effectively,
humorous activities can indicate that management wants its people
to have a good time. Staging innovative, different presentations
can also indicate that management wants employees to try more
creative approaches. Two New York theatrical entertainment firms
that provide corporate-related humorous ploys are Pastiche Inc.
and Motivational Concepts International Inc. When injecting humor,
program planners should always consider questions of mood, taste,
and context. Humor should be used within the context of the
corporation and tied to company concerns. (ABI/INFORM)
Getting Things Done: Meetings That Work; Twenty Tips
for Management-Development Programs
Simpson, Donald T.; Bettman, Ralph B.
Training & Development Jrnl v43n!2 PP: 23-28 Dec 1989
A. well-planned and facilitated project review meeting can
assist people in working together, candidly exchanging ideas,
and helping one another, without having them get defensive or
divisive. The purpose of such review meetings is to provide
reaction to a program, project, or approach in progress or
anticipated, from knowledgeable individuals who may or may not have
a direct stake in the outcome of the endeavor. The process is
usually more formal than many meetings, though the group may be
collegial. General guidelines for project review meetings include:
1. Keep comments objective. 2. Be specific. 3. Stay focused on
the topic. 4. Let the principal decide what is helpful. 5.
Comment candidly and honestly. The most important objective of
management training is usually to change on-the-job behavior. Tips
for making management training more effective include: 1.
Give participants feedback. 2. Make the program mandatory.
3. Let trainees participate in the learning. 4. Let the
participants solve a real problem during the training. References.
(ABI/INFORM)
Advancing by Retreating
VanGundy, Arthur B.
Association Mgmt v41n8 PP: 93-94,113 Aug 1989
Retreats may provide a solution to many of an
association's major problems. With proper planning, retreats
can build team spirit, generate valuable ideas, and form a strong
basis for an association's future. Board member retreats can be
used for high-priority problems - such as recruiting and retaining
members, increasing income, and pinpointing solutions - that
require tailor-made solutions. When designed properly, retreats:
1. focus on long-term association concerns, 2. use different
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perspectives to look at problems, 3. provide an environment
conducive to consensus, 4. stimulate change, 5. foster
cohesion, commitment, and teamwork, 6. encourage discussion
among members, and 7. promote implementation of solutions.
Careful planning is critical to the success of a retreat. Special
attention should be given to the retreat's location, the hiring of
a facilitator, and the establishment of ground rules for the
retreat. Tables. (ABI/INFORM)
Picking Pockets of Federal Expertise
(decision-analysis conferences)
Rohm, Wendy Goldman
Infosystems v34n6 PP: 30-31 Jun 1987
The Office of Program Planning & Evaluation (OPPE) at the US
Department of Commerce in Washington, DC, has established a
decision-analysis center that provides government managers with
alternative perspectives on critical problems. It also uses the
center to integrate diverse information systems throughout its
offices. Since the department's functions are diverse, the
decision-analysis center provides communication on a horizontal
plane and helps bridge the gap between departmental individual
units. Acting as an in-house consulting group, the OPPE uses
decision-analysis conferences to develop common goals and
objectives based upon data resources scattered throughout the
different agencies. Microcomputers used in the sessions are
stand alone even though the OPPE has an excellent working
relationship with the Commerce Department's information systems
(IS) department. However, the OPPE is expected to have its own IS
department within 3 years. Tables. (ABI/INFORM)
B: PRESENTATIONS
Speakers: Making It Happen
.Reede, Marc
Successful Meetings v39nll(Part 1) PP: 119-121 Oct 1990
Selecting the proper speaker is crucial to the success of a
sales, marketing, or training program. A planner must be aware of
a program's theme, goals, and objectives in order to ensure that
the speaker will be able to meet those objectives. Speaker
arrangements should always be formalized with a written contract.
All expectations of both parties should be agreed upon in advance.
Coaches and other sports figures are generally in great demand to
keynote a motivational program, to close an event, and to address
corporate annual meetings. Business-related bookings tend to fit
the speaker to the program sessions with topics closely related to
the material being presented by the host company. Once an
individual has been selected, approved, and contracted, a planner
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should provide the speaker with pertinent information about the
company, the contacts, and those attendees who may require special
attention. (ABI/INFORM)
Teaching Presentation Skills
Keyes, Jessica
Computer-world v24n33 PP: 96 Aug 13, 1990
As information systems professionals move out into business
units or compete for scarce budget dollars, training
organizations must equip them with good presentation skills. Many
people develop severe stage fright when confronted with an
audience. People who overcome the problem learn exactly what causes
the nervousness, along with some physical and mental techniques to
combat it, such as: 1. Know the audience. 2. Plan the presentation
for the right time of day. 3. Warm up the audience. 4. Organize
the talk. 5. Use body language. 6. Control the environment.
Presentation devices help when staff members need to convey facts
and figures while demonstrating a system. Additional devices
to consider include overhead projectors, computer graphics,
multimedia programs, and video camcorders. Another reason for
teaching staff members these techniques is that it is often said
that people retain only 10% of a verbal presentation after 10
days but retain 65% of a demonstration.
(ABI/INFORM)
How to Hake the Pitch They Can't Resist
Walton, Donald
Working Woman v!4n!2 PP: 102-104,125 Dec 1989
There are numerous ways to make a presentation that
captures the attention of the audience. These include: 1. Zero
in on what the audience really cares about. 2. Determine what the
audience is to do in response to the presentation and focus on
that goal. 3. Expect a shortage of time. 4. Present the main
points early on. 5. Get on the schedule early. 6. Create the right
setting by minimizing interruptions and having enough light. 7. Be
upbeat and positive and stay that way. 8. Face the audience as
much as possible. 9. Use sharp graphics to add impact to what
is being said. 10. Use professional-looking designs. 11. Be
familiar enough with the material to talk to the audience
without reading from a script. 12. Divide the presentation into
separate sections for different speakers or displays. 13. Dramatize
to implant the idea in the audience's minds. Diagrams. Tables.
(ABI/INFORM)
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Picking the Perfect Speaker
Aiges, Lee
Training & Development Jrnl v42nl PP: 75-77 Jan 1988
Before looking for a speaker, the person doing the recruiting
should determine: 1. why a speaker is wanted, 2. what the speaker
is to accomplish, and 3. what the company is prepared to spend.
Sharply defined goals will help evaluate candidates and focus the
search. These goals first should be cleared with the key decision
maker; up-front agreement on purpose, topic, and budget will save
time. It is best to propose several subject areas for consideration
and keep themes broad. A speaker should not be an afterthought; the
search should begin early, and the speaker should be an integral
part of the program. The interview with the prospective speaker
should: 1. delineate the company's needs, 2. identify the speaker's
favorite topics, 3. determine whether the speaker can offer a fresh
perspective, 4. determine whether the speaker will adopt material
to the company's needs, 5. discuss presentation techniques, and 6.
establish the speech's focus. After a speaker is selected, a
briefing session can be conducted to establish an agreement on
content and expectations. The briefing session should be followed
up with a letter to the speaker summarizing the agreement.
(ABI/INFORM)
The Key to Successful Meetings Is Proper Preparation
Owens, Elizabeth L.
Data Mgmt v25n4 PP: 24-25 Apr 1987
Without meetings, communication within a company would
decrease, and individual goals would no longer correspond with
company expectations. Meetings all strive to increase quality,
efficiency, and productivity. Establishing a concise objective is
the first step toward preparation for a meeting. Management
should ensure that staff members are contributing and gaining
information effectively. Humor may be used sometimes to sustain
interest of the meeting members. Delivery of information is the
presenter's most important skill. A speaker needs to control the
meeting and extend a professional appearance. Pausing during
delivery is an excellent way to alleviate nervous energy.
Pausing allows the audience to absorb the information at a
manageable rate. Extended eye contact is an effective persuader.
Visually scanning the room can interrupt the speaker's train of
thought. The use of visuals can increase audience retention
and make a subject more interesting.
(ABI/INFORM)
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Speakers — Let Them Hear Substance
Larsen, Gail
Association Mgmt v39n4 PP: 95-100 Apr 1986
Increasingly, convention speakers are expected to provide
solid, useful information. A number of professional speakers
note that both meeting planners and audiences are becoming more
demanding. Specialized seminars and intensive training sessions
can be used by associations to meet the needs of different members.
Also, panel discussions are an effective method for deriving
information from within an organization. Consideration of 8 points
will help meeting planners develop a viable connection between the
speaker and the audience: 1. Define objectives before contacting
speakers. 2. Integrate speeches with other parts of the
program. 3. Rehearse all parts of the program, particularly any
special effects. 4. Have potential speakers provide references.
5. Manage the audience to achieve the most effective seating
patterns. 6. Create an environment that encourages
participation. 7. Ask members to evaluate speakers and pass on the
feedback to the speakers. 8. Question every action to make
sure it is the best possible course. (ABI/INFORM)
Don't Read Your Speech - Deliver It
Ryckman, W. G.
National Underwriter (Property/Casualty) v88n2 PP: 14,52-53 Jan
13,1984
Since executives are constantly called upon to make speeches,
they must develop competence as speakers. The starting point of
writing a speech should be the preparation of a careful outline
that can be filled in with the details of the presentation. Note
cards should then be prepared; these should display words or short
phrases, not sentences, to refresh the speaker's memory. The speech
should be rehearsed from the notes. Recording the rehearsal will
allow the speaker to make a better evaluation of the presentation.
The speaker must be faultlessly dressed, remembering that
conservative business dress is appropriate for most situations.
The speech should be followed by a question-and-answer session.
Experienced speakers often plant questions with friends in the
audience to break the ice. When answering a question, the speaker
should look at the entire audience, not just the individual who
asked it. (ABI/INFORM)
Do You Stop, Look and Listen to Speeches???
Lee, Leonard S.
ARMA Records Mgmt Qtrly v!4n2 PP: 38-42 Apr 1980
The number of speeches of poor caliber appears to be increasing.
Generally, professional organizations select topics and speakers
by inviting prospective speakers to indicate interest in
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participation about 6-9 months in advance of the meeting. The
speakers finally selected donate their time without any pay except
for complimentary basic registration. A successful presentation
requires effort from the speaker, the audience, and the sponsor.
Obligations of the speaker include: 1. covering the announced
topics knowledgeably, 2. making factual, verifiable statements, and
3. using adequate, quality visuals.The obligations of the sponsor
include: 1. giving sufficient time for orderly preparation, 2.
deciding early on meeting themes, 3. selecting good speakers, 4.
choosing convenient dates, 5. checking the meeting site for proper
equipment, and 6. expressing appreciation for the speaker's
service. The audience has obligations also, which include: 1.
promptness, 2. attentiveness, 3. responsiveness, 4. consideration
of the speaker, 5. evaluation of the speaker, and 6. recommendation
of future seminar topics.
(ABI/INFORM)
PROFESSIONAL EXPERIENCE FOR GROWTH
Scannell, Edward E.
Training & Development Jrnl v27n!2 PP: 6-8 Dec 1973
Selected topics and speakers determine the success of a
conference. The following are criteria suggested by Dick Bell,
conference design chairman, San Antonio, Texas, for the 1974 ASTD
National Conference. 1) Speaker must present talk agreed upon
prior to conference, 2) Speaker must be capable of using training
aids, 3) Presentation must provide base of information from which
a program can be developed, 4) Presentation must be a professional
example of theme. Each conferee need make a conscientious effort
to participate intelligently and make the conference a professional
experience for growth. New ideas are a real test of value of
conference. An evaluation card provides immediate feedback on
appraisal of sessions. The evaluation card should rate speaker,the
topic, speaker's manner, value of topic, and interest of topic to
you. (ABI/INFORM)
C: SPECIAL PROGRAMS
Effective Convention Programs: Very Unconventional
Thompson, Richard
Successful Meetings v39n8(Part 1) PP: 63-68 Jul 1990
Association planners are concerned with the recent decline in
convention attendance. This not only creates economic
problems through reduced registration costs, but it also
threatens the continuation of exhibitors, the economic backbone
of trade shows. Saul Poliak of Kotch and Poliak (New York)
believes that there is too much competition and too little
accomplished at most expositions and conventions. Planners of
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association meetings are countering these problems by reducing
costs while implementing a variety of innovative new
strategies, such as retooling their program content, offering day
care for children, or combining different association meetings
under one roof. Poliak's group is seeking to offer more depth of
information by reducing the number of sessions but lengthening
the time devoted to each topic. Specialized paper
presentations, symposia, and seminars are key to providing
topical information. Some planners are placing tours on the
agenda of convention activities to facilitate networking among
the participants. (ABI/INFORM)
Add Dash to Your Bash with a Celeb
Bouzeos, Darcy L.
Communication World v6n9 PP: 31-33 Sep 1989
Marketing and public relations consultants, as well as
meeting and convention organizers, are using entertainers and
other celebrities to attract crowds, increase product sales, and
enhance the enjoyment of sales meetings. The best way to plan
a celebrity appearance is to work with an experienced consultant
who represents a wide range of celebrities. Clearly defined
objectives for the event are critical to the celebrity selection
process. Audience demographics, including age range,
occupations, education, and the ratio of men to women,
should be considered. The celebrity should suit the needs and
anticipations of the audience. Expectations about the budget and
celebrity behavior should be realistic. A careful review of the
contract with the speaker's representative should be made to
ensure that considerations such as transportation needs,
honorarium, and length of appearance are included. Finally, it
is best to plan for the unexpected. A good representative
should be able to find a substitute speaker on short notice.
Diagrams. (ABI/INFORM)
Special Events: The High-Wire Act of the Meetings Industry
Edwards, Mauri
Successful Meetings v38n8 PP: 38-44 Jul 1989
When special eventeers describe their endeavors, they often
suggest a high quotient of risk. According to Frank Dickson of Ray
Bloch Productions, the special event is nonrecurring and
therefore, by definition, risky. While a meeting looks inward
and is mounted primarily for the people who are there, a special
event looks outward and is often the vehicle for broad publicity.
One risk the industry faces is uncooperative weather. As a
result of their size, many special events are held outdoors.
Because of tight planning and rival commitments, they have to
go off as scheduled -rain or shine. A lack of rehearsal time
threatens the integrity of an event. Unlike meetings, events
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often require a rehearsal because they are larger, stagier, and
more complicated. Special events put an often undue emphasis on
small technical stunts. The uneven nature of the special events
industry causes some practitioners to diversify, if possible.
Graphs. (ABI/INFORM)
Meetings Don't Have to Be All Work to Be Productive
Rottenberger, Kerry
Sales & Marketing Mgmt v!41n7 PP: 84,86 Jun 1989
A new segment of the meetings specialty industry uses play as
a tool to help clients obtain their meeting objectives. [One
company]... specializes in "play at work" programs to supplement
corporate meetings with activities that promote team building
and collaboration, creative problem solving, group creativity,
and the development of strategic and deductive abilities. [Their]
programs, ... include group photography projects, mystery solving,
and treasure hunts, vary in price depending on the size of the
group. The firm also has incorporated the play-at-work theme into
a workshop for corporate executives. (ABI/INFORM)
How to Buy a Pre- or Post-Convention Tour for Members
Anonymous
Association Mgmt v35n8 PP: 102-103 Aug 1983
Increasingly., pre- and post-convention tours are being selected
to provide members with business benefits in addition to personal
pleasure. The planning of the tour begins with the selection of
the destination. It is best to take members to a place in which
they have a definite interest. This was the case when the American
Gas Association took members on a tour of Prudhoe Bay, Alaska,
before the group's meeting in Vancouver, British Columbia. This
choice met the requirements of tying in with members' interests and
being close to the convention site. Once a location has been
selected, the next step is to select a travel agent who can help
the convention planners. The travel agent should be experienced in
dealing with associations of your size and makeup. The association
should only be involved with negotiating the price, content and
details of the trip. It should avoid becoming an official sponsor
of the trip. All details of the trip should be placed in a letter
of agreement. (ABI/INFORM)
Tie a Travel Bonus to Your Meeting
Goldstein, Connie
Successful Meetings v30n8 PP: 27-28 Aug 1981
Before the days of high-priced fuel and expensive air fares, the
post-convention group excursion was created, but it soon fell into
disuse as convention-goers decided they could plan vacations on
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their own. Now is the time for resurgence of the post-convention
trip, as vacations have become very expensive. Such a trip can be
an incentive for attendance at the meeting, and can run from 4 days
to several weeks. Such an arrangement makes even more sense for an
international meeting site. Planning such a post-convention trip
should be done by a travel company which can negotiate the best
fares and accommodations. The travel firm and ground handlers
should work with the meeting planner from the outset and handle all
details under supervision. The meeting planner should investigate
possible sites personally and should include an itinerary which has
enough features and flexibility to be attractive to everyone.
Overseas trips should include consideration of visas, passports,
inoculations, and local customs, information which can be gained
from the travel company and passed on to the members early- Members
should have input into choice of destinations. The post-convention
trip should be heavily promoted. (ABI/INFORM)
IV. EXHIBITS
Packaging the Convention for the 1990s
Conlin, Joseph
Successful Meetings v38nlO PP: 55-60 Sep 1989
Trade show organizers today rarely run only a convention; most
promote trade shows in tandem, generating, in some industries, tens
of thousands or even million of dollars in exhibit booth sales.
To persuade exhibitors to spend these massive sums, show
organizers must deliver a quantity of qualified buyers.
Michael Moldune of the Food Marketing Institute concentrates
on fulfilling motivational needs of attendees. To keep
attendees abreast of notable developments at an event, Richard
Schwab, vice-president of Interface Group Inc., mails out the
"Preview" publication weeks before the show. This publication
examines what is being featured at the show and helps attendees
plan their agendas. Skip Cox, vice-president of Exhibit Surveys,
states that, in the last 5 years, and especially the past 3, show
managers have begun using research to get answers to specific
questions about the planning of a show. Attendees are polled
regarding the show location, hours that the show is open, the
quality of the conference sessions, and the topics covered.
Tables. (ABI/INFORM)
Grabbing Convention Attention
Gray, Scott
Marketing Communications v!2n7 PP: 53-61 Jul 1987
According to Robert Francisco of Admore, when deciding on an
attraction exhibition, exhibitors should consider how it
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directly relates to the product and to the company. For
example, at the 1987 National Computer Graphics Association Show,
Computervision introduced its product using a video wall to show
the system in operation. Since the equipment was rented and the
live presentation was conducted by talent hired specifically for
the trade show, capital costs were negated. The best live
demonstrations are designed to tell the exhibit staff about the
attendee's need for the company's products. Using a script that has
audience interaction built into it helps in the process of
qualifying attendees. Pre-show promotion is another factor in
the success of any attraction; between 14% and 16% of exhibitors
send these announcements to prospective attendees. Lennox uses the
National Home Builders Show to reach dealers and residential
builders. In 1987, the company combined showmanship with
boothstaffer training to maximize results. Delcom USA's Delcom
Vide o Wall is a video-based multiple-image display capable of
creating a panorama of moving images. Appendix. (ABI/INFORM)
Selection & Preparation: Keys to an Effective Exhibit Staff
McCarthy, Justin M. Medical Marketing & Media v24n9 PP: 46-50
Sep 1, 1989
Exhibits at conventions should be a significant part of the
marketing plan; however, an exhibit is no more than a 3-
dimensional advertisement until it is staffed. Selection,
training, orientation, and management of the personnel involved
make the difference between a good investment and a waste of time
and money- Successful sales experience should be only one
prerequisite for choosing the staff; the selectees should
have a high degree of vitality and proven endurance. If the
company attitude is that selection is an honor and that this
experience can be a learning opportunity- then most sales
representives will want to be considered for such an assignment.
In preparation for the orientation meeting, a formal, carefully
prepared agenda should be distributed. Someone, perhaps the
senior executive present, should deliver a short motivational
message covering the importance of the convention, the potential
available to the company, and the reasons why outstanding sales
representatives have been chosen to work it. Following the
exhibit, a questionnaire covering all aspects of the meeting
should be filled out by all those who attended it. Tables.
(ABI/INFORM)
Managing Exhibit Deadlines
Letwin, Robert
Successful Meetings v34n9 PP: 114-115 Sep 1985
Before setting deadlines, an exhibitor should discuss them
with the exh.ibit designer and builder. At the deadline meeting,
it is beneficial to have a high-level executive in attendance.
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At the meeting, each person should commit to his task and to the
timetable established. It is also a good idea to use a flip chart
on which are listed the tasks, the deadlines, and those who
agree to be responsible to meet the deadlines. With-the presence
of a top executive and with the commitments in writing, there is
more power to enforce the deadlines. Budget should also be
discussed at the deadline meeting; missed deadlines invariably
mean spiraling costs. The first experience with rigid deadlines
is the most difficult, but after a firm pattern is established,
succeeding shows are easier to arrange. Once deadlines are
consistently met, costs will be lower and the exhibitor will be
able to use his time more productively.
(ABI/INFORM)
How to Beat the Exhibit-Hall Blues
Gordon, Jack
Training v21n3 PP: 60-65 Mar 1984
Attendees of human resource development (HRD) conferences
miss a valuable resource when they ignore the exhibit hall. The
exhibit hall will display the most current thoughts and products
of the HRD field. The secret to avoid being overwhelmed by all
the displays is to come prepared. Attendees should list
specific tasks they want to accomplish before the show. Upon
arrival, they should go through the show directory to identify the
companies in which they are really interested. The directory should
be saved since it can be a handy reference to suppliers as
products and services are examined during the year. Notes
concerning products and companies should be taken during the
exhibit hall visit. While the list of things to do should not be
too narrow, it is just as important not to list too many
activities. Very little is accomplished when too many activities
are planned.
(ABI/INFORM)
Trade Show Security: A Shared Responsibility
Adams, Michael
Successful Meetings v32n9 PP: 29-32 Sep 1983
The National Hardware Show (NHS) is the world's largest
annual trade show, with 2,700 exhibitors in 1983. Security
consultant for NHS, Spencer Zuckerman, employs complex procedures
and techniques to ensure safety and protection during the show.
Strict measures minimize theft, but losses do occur. Since the
exhibitor is ultimately liable for loss and/or damage to goods,
the exhibiting company can benefit from taking such security
precautions as insurance, private guards, and the presence of
a company representative. Exhibitors should secure small,
valuable items to booths and watch over their own personal
valuables. Exhibitors should secure their own displays at night;
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small items should be locked up in security cages. Renewed
security measures are required as a show closes, since two-thirds
of all losses occur at this time. (ABI/INFORM)
Exhibit Techniques: It's a Matter of Asking 'Why?'
Maxwell, David
Successful Meetings v32nl PP: 27 Jan 1983
An exhibit is the marketing medium to show or demonstrate
a firm's products or services to buyers. A major problem is that
many people believe the exhibit's function is to grab the most
attention for the least amount of money and work. However, every
expenditure for an exhibit must advance the company's marketing
thrust; thus, knowing why the company is exhibiting must come
first. The independent designer must carefully ask this question,
which annoys some. Answers are often regrettably predictable
and too general; they often ignore the unique marketing problems
of the individual company. Detailed reasons must be found for
exhibiting at a show, and they should define the aims of the
company's exhibit. (ABI/INFORM)
Getting More from Your Exhibits
Holtzman, Henry
Agency Sales Magazine v9n3 PP: 4-6 March 1979
A convention exhibit is the golden opportunity to qualify
leads and write orders. Exhibitors are becoming reluctant to
be participants, however. The problem seems to be the cost
of the exhibit versus the results, and the heart of the
problem is really poor planning or no planning. In order to
have a more effective exhibit, a few simple actions should be
taken. Plan in detail for the exhibit, including staffing the
booth, any giveaway items to be used, brochures to be used,
demonstrations and the nature of the booth itself. Allow
for expenses and budget accordingly. Some of the simplest,
least expensive booths can prove to be the most effective.
Demonstrating your product is one of the best ways to attract
people to your booth. Be sure to include adequate space for the
sales people to talk business with prospective buyers, and
remember that most trade association meetings are held for
members to get together and share information. If you have a new
product line that can have an impact on the conventioneers' way
of doing business, sponsor and conduct a workshop. Above all,
take part in the meeting and be willing to offer your help in
becoming a part of the meeting's success.
(ABI/INFORM)
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Did your exhibit pay off?
Cavanaugh, Suzette
Successful Meetings v27n2 PP: 56,94,96 Feb. 1978
Rising costs require accurate analysis of effectiveness and
efficiency in order to justify exhibit expenditures. Exhibit
costs must be gauged in terms of company objectives, i. e. , will
the exhibit fit in with the firm's overall marketing plans and
with the competition's approach to exhibiting? The monetary
returns on an exhibit are fairly easily measured, but
measuring the intangibles is more of a challenge. The effectiveness
rate of an exhibit must be compared with its efficiency rate. The
former deals with the percentage of the target audience you can
effectively reach, and the latter deals with the time each visitor
must spend in the booth in order to see all the exhibits therein.
Pre-show analysis of the costs is only part of the job; the other
part is tracking and analyzing to what degree exhibit objectives
were met. (ABI/INFORM)
V. POST-CONFERENCE
Survey: Planners — Delegates Keep Talking!
Tritsch, Catherine
Successful Meetings v37n8 PP: 41-45 Jul 1988
A recent survey by Successful Meetings indicates that
postmeeting evaluation still appears to be the most baffling and
frustrating phase of meeting planners' communications with their
attendees. Susan Travers of the Western Fairs Association said
attendees do hot provide enough constructive criticism after
meetings. New methods for obtaining information, such as telephone
queries and professional polling, are being tested to counteract
delegate apathy in postevaluation. Meetings with some or all of the
attendees are held before the meeting by almost 72% of respondents.
Communications during the meeting are considered very important by
75% of respondents. The vast majority of planners feel they do an
excellent or good job of communicating during meetings. The
responses that are received after meetings are not as detailed as
the planners want. Only 60% of planners believe the responses they
do receive are as helpful as they could be. (ABI/INFORM)
Back to Basics for Meeting Planner
Friedman, G.H.
National Underwriter - Property & Casualty Insurance v88n2
PP: 10,12+ Jan 13, 1984
The success of the American Arbitration Association (AAA) shows
the importance of careful conference planning. A scheduling
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timetable is important in handling details. Basic planning areas
and problem solving suggestions are analyzed. Post-conference
strategy is also stressed. (ABI/INFORM)
Evaluating Seminars and Conferences
Hansen, John R.
Small Systems World vSnll PP: 24-25,32-33 May 1981
The number of conferences, seminars, training sessions, and
workshops available for the data processing and computer field is
large and growing. Selecting the most comprehensive offering to
get the most of the company's educational dollar is also
increasingly difficult. Ken Sherman, president of Infocomm,
suggests contacting people who have attended a class for their
reactions. The instructor's qualifications also should be checked.
A good seminar will saturate, but not frustrate, attendees. Walter
E. Goddard has devised a rating system for instructors: 1. Class
D, taught by self-anointed experts, 2. Class C, mixed bag of
speakers, 3. Class B, instructors with solid technical credentials,
and 4. Class A, instructor has successfully installed and operated
a system. Other considerations in selecting the ''right'' seminar
are: 1. reason for the instruction, 2. materials provided, 3.
vendor orientation, 4. type of seminar, 5. instruction relevancy,
6. course description, and 7. length of actual instruction.
(ABI/INFORM)
Meeting Is Over-It's Evaluation Time
Bell, Martin J.
Advertising Age v50n!8 PP: S-6,S-7 April 23, 1979
After a meeting, it is natural to want to know how effective it
actually was. You can find out by asking questions as you would in
evaluating any other type of communication. You must derive ways
to find out if the objectives of the meeting were accomplished. One
problem in determining whether a meeting did accomplish its
objectives is whether specific objectives were set in the first
place. Objectives can also be set that are beyond a meeting's
inherent capabilities. Positive communication should always be an
objective, and a questionnaire can be used to measure to a very
high degree of accuracy whether such communication was achieved.
Research to determine the effectiveness of a meeting should keep
a logical relationship to the total budget and objectives.
Extensive evaluations are sometimes considered to be good
investments by companies. Such evaluation might include an advance
questionnaire, another after the meeting, and another 6 months or
so after the meeting. The questions should be specific, easy to
answer, and goal-related. Try to find out not only if the meeting
was successful, but why or why not. Remember to concentrate on a
few major concepts, and save the details for follow-up discussion
groups. (ABI/INFORM)
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Post-Convention Publications Stretch Your Convention Dollars
Association Mgmt v29nll PP: 58-60 November 1977
The Steel Service Center Institute makes its annual convention
pay off to members for months afterwards in a series of published
accounts of what went on. The Association feels that publishing
activities following the annual meeting are just as important as
those leading up to it. In the two months following the convention,
members receive a special issue of the Association's newsletter.
Key speeches given during the convention also receive special
attention in a series of brochures. The final post-convention
publication, which is sent to members about 4 months after the
convention, is the ... meetings proceedings. [This ] publishing
program is a way to make sure that all members (those who attend
the convention as well as those who do not) are kept up to date on
all that goes on and are made to feel that they are an active part
of the Association. (ABI/INFORM)
Company Meetings - Evaluation
Successful Meetings v26nlO (Part 2) PP: 61-64 OCT 1977
When you evaluate, you measure human behavior or the results of
human behavior. What you are after is a determination of how your
meeting modified the behavior of those who attended and whether
that changed behavior contributes to your firm's goals. Evaluation
during the course of the meeting will tell you whether the meeting
techniques are on target. Post-meeting evaluation occurs either
immediately after the program closes or a period of several months
later. A lapse-of-time evaluation is made easier when sales
records are called into play. Speakers can make up tests on the
subjects they cover at a meeting. Reaction cards can be
distributed to participants at each session's close. Attendees can
cast their votes on a morale meter, which is a large chart or
cardboard sign on which is written, 'I thought this session was -
great, pretty good, okay, bearable, awful.1 The meter is a good
device for letting off steam. (ABI/INFORM)
Let Them Get It Off Their Chests
Meetings & Conventions vlOnl PP: 54-66 JAN 1975
One of the prime benefits received by those using a post-
convention survey to evaluate the annual meeting, is discovering
that your members feel you've done well. Those interviewed also
think that the guidance they get from members, constructive
criticism of meeting format, speakers, and even how to handle the
registration desk, is invaluable in improving their convention each
year. Meeting format and program content seem to be the areas
where most changes result from members' evaluations. Most
associations conduct their survey within a few weeks to a month
after the convention. Format and length of surveys vary, most ask
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for ratings of specific sessions, speakers and topics, duration and
time of year for the convention and site preferences for future
conventions. The National Retail Association got a 50 per cent
response from last year's questionnaire and The American Bankers
Association a 60 per cent. (ABI/INFORM)
VI. CONFERENCE ALTERNATIVES; TELECONFERENCING AND VIDEOCONFERENCING
Five Successful Alternatives to In-Person Meetings
Begole, Christine
Working Woman vlSnlO PP: 70-76 Oct 1990
There are a number of technologies available to help
long-distance managers communicate better with their subordinates.
Electronic mail, voice mail, and facsimile all are effective ways
of gathering and spreading information despite colleagues'
divergent schedules. E-mail is best suited to people who are
already tied to a desktop terminal. Voice-messaging and
fax, on the other hand, are good alternatives for less
computer-oriented bus inesspeople. Telephone-conferencing, available
in both audio and video formats, enables managers to call frequent
meetings without a great deal of travel expense. Although
satellite-conferencing (which provides better broadcast quality
images than telephone-line video transmission) is expensive, if
enough people are involved in the conference, the per capita
cost is reasonable when compared with the expense of flying
everyone to a central location. (ABI/INFORM)
How to Build a Better Meeting: The On-Line Advantage
Bialkowski, Carol
Working Woman v!5n7 PP: 40,42 Jul 1990
The merger of the Women's Economic Development Corp. (WEDCO) and
CHART, a women's business-development and career-counseling agency,
united 2 organizations that had 2 distinct corporate cultures.
Mediator Kathryn Keeley, WEDCO's president, successfully survived
the months of transition with the help of computer conferencing.
This technology, also known as selectronic conferencing and
computer-based text messaging, enabled Keeley to converse with her
team of outside consultants on a daily basis to keep them informed
about the constantly changing state of affairs. Although the
technology has existed in various forms for more than a decade,
only recently have a significant number of firms begun to see
computer conferencing as a communications and
information-management tool that allows people to exchange ideas
without the barriers imposed by distance. A conference begins when
someone in the organization taps into a host computer and posts an
item for discussion. Authorized participants read and respond to
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the note when they come online, with the ongoing dialogue
recorded in sequence. (ABI/INFORM)
Meetings by Telephone
Ward, John R.
Communication World v7n4 PP: 14-15 Mar 1990
With fierce competition and shrinking product life cycles,
corporate survival in the 1990s may well depend on how well and how
quickly an organization uses technology to communicate. Many major
corporations, such as Hewlett-Packard and General Motors, have
leaped forward by creating their own audio and video networks for
teleconferencing as the format for conducting sales meetings,
introducing new products, and conducting press conferences. With
a teleconference, up to 60 locations can be connected to share
vital and pertinent information. Teleconferencing can provide a
creative alternative to expensive travel and lost time.
Teleconferencing uses input technology that is available most
places worldwide -the telephone. With so many high-technology
superstars, it is easy to overlook the simplicity of meetings by
telephone. Teleconference is a resource that allows communicators
to take the initiative in communication activities.
(ABI/INFORM)
Videoconferencing Comes Down to Earth
Lehrman, Celia Kuperszmid
Public Relations Jrnl v45n4 PP: 23-27 Apr 1989
As recently as 5 years ago, "mega events," such as multicity
press conferences linked by satellite, dominated public relations
applications of videoconferencing. Today, this technology is also
being used for crisis communication, investor relations,
marketing support, fund-raising, recruitment, and many different
kinds of meetings. Contributing to the increase in the use of
videoconferencing is a realization of its benefits and a decrease
in the cost of the service. The average cost of both dedicated and
ad hoc videoconferences is lower than it was just a few years
ago. Dedicated videoconferencing substitutes for face-to-face
meetings. Most ad hoc videoconferences are still used for press
conferences, in-house training programs, and employee
communication. Two growing applications of ad hoc videoconferencing
are in the areas of marketing communication and satellite media
tours. Usage of videoconferencing will continue to increase.
Charts. Tables. (ABI/INFORM)
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The Next Best Thing to Being There
Simpson, Donald T.
Training & Development Jrnl v42n!2 PP: 15-16 Dec 1988
Telephone conferences can offer real-time discussions of issues,
the personal and communicative touch of the human voice, and
inexpensive transportation and correspondence costs. Commercial
conference services provide clear, reliable voice channels
worldwide. They are usually cost-effective and efficient and will
often record the conference and provide a tape that can be
transcribed or duplicated for all the participants. While telephone
conferences use many of the same techniques that enhance the
success of other conferences, there are some special
considerations, such as recognizing the important roles of the
leader and the facilitator. A checklist for success can be used as
a planning tool and for self-assessment. Suggestions include: 1.
Inform participants well in advance of the topics. 2. Begin the
conference with a network call. 3. Use established network
protocol. 4. Make sure thzt everyone speaks clearly. 5. After the
conference, send the participants a written or computer-mail
summary. (ABI/INFORM)
Computer Conferencing: The Right Choice for Anytime, Anyplace
Meetings
Brackett, Josh
Today's Office v23n6 PP: 53-58 Nov 1988
Organizations today can choose from several technologies to
emulate real meetings without actually holding them. These options
include: 1. the video teleconference, 2. audio conference, and 3.
virtual, or computer-based, conference. Virtual conferences are
possible through the use of electronic mail, which eliminates the
need for people to be on the computer system at the same time.
Computer-based conferencing solves the time-difference problem
encountered in communicating with remote locations. Walter Orr
Roberts of the University Corp. for Atmospheric Research points
out that electronic mail costs are a fraction of that of assembling
everyone in one place. Many use electronic mail-based systems to
supplement or replace face-to-face staff meetings. Computer-based
conferences are automatically self-recorded. Electronic mail
capability can be integrated with other computer and communications
capabilities. (ABI/INFORM)
Electronic Meetings: Ready for Prime Time
Hancock, Shawn Hartley
Successful Meetings v37nll PP: 32-37 Opt 1988
The ideal use of satellite technology is as a tool to enhance
communications. However, teleconferencing is not a substitute
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for face-to-face meetings. As users of technology become more
sophisticated, they are understanding the need for both forms of
communication. With maturity, teleconferencing has become easier
to use. Prices for equipment and services have fallen.and products
have become more flexible, while the quality of equipment has
improved dramatically. An array of easy-to-use applications is
available, and suppliers have also matured. Associations are
among the biggest users of ad hoc videoconferencing. Through
teleconferencing, they can: 1. reach large numbers of people at
one time, 2. disseminate critical information, 3. mobilize the
industry, and 4. form a consensus. Training is one of the most
important uses of the electronic medium, but other uses, such as
product introductions, achieve a faster return on investment.
(ABI/INFORM)
Meetings at Long Distance
Tyler, Geoff
Management Services (UK) v32nlO PP: 12-16 Oct 1988
Remote conferencing can increase the amount of personal
communication possible across the organization and make people more
effective and communicative. Video conferencing systems have
inherited the improved technology available to the
telecommunications industry as a whole and have produced lower
cost, more capable, ready-made packages. Video conferencing
involves a 2-way system using interactive video. Discussions can
take place as if the participants were in the same room. The link
may be provided either by using a studio service or by installing
an in-house system, which can be rented or purchased. British
Telecom and Maxwell Satellite Communications are the leaders in
video conferencing. Business is now using public-style television
broadcasts to convey its messages. This one-way medium can send out
information as well as transmit a presentation from a remote
location. Diagrams. (ABI/INFORM)
Group Meetings: In-Person vs. Satellite TV
Green, David; Wall, Don
Communication World v5n4 PP: 22-25 Mar 1988
An examination of the differences between in-person meetings and
events transmitted one way via video/two-way audio satellite
technology can help determine which approach is likely to work
best. At times, a hybrid of the two approaches may be called for.
For in-person meetings, audience expectations are higher, and the
meetings have taken on a new importance. Accordingly, corporate
communications professionals have emerged as masterminds of
productions that can improve company morale and sales. Also, such
techniques as multi-image projection and image magnification have
heightened impact. The growth of satellite-delivered live
television programming is attributed to the overall increasing
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importance of video in the workplace. One report says the video
market should reach $7 billion by 1990. In-person meetings require
enormous technical preparations. Number of attendees, audience
level, and the meeting's purpose all should be considered in order
to properly plan for seating arrangements, audio and video
requirements, lighting, and set design. For videoconferencing,
remote feeds enabling origination from more than one site may be
needed. (ABI/INFORM)
How Should You Be Using Teleconferencing?
Gordon, Gloria; McGoon, Cliff
Communication World v4n4 PP: 16-20 Mar 1987
Applications have increased dramatically and costs have dropped
by one-half since videoconferencing emerged 10 years ago.
Audioconferencing has become a routine part of daily business in
many organizations. The true future of the profession lies in
integrating audio, audiographics, data transmission, and video. The
biggest obstacle to using the new technologies is resistance to
change. The professional communicator's most important job is to
ensure that the company or client receives maximum value for1 every
dollar spent on communication. The desktop video telephone sends
still images over normal, dial-up telephone lines. The Photophone
from Image Data Corp. can display a fixed image that is refreshed
every 20 seconds. PR Newswire began transmitting press releases via
satellite in 1979. Companies have found this method to be much more
reliable than ground transmitters. Videoconferencing has
applications in nonprofit organizations, politics, corporate
meetings, and finance. US Sprint provides worldwide
videoconferencing services through its Meeting Channel.
(ABI/INFORM)
Cutting Costs by Keeping Your Distance
Ballam, Anthea
Management Accounting (UK) v65nl PP: 16-17 Jan 1987
Business meetings can be troublesome necessities often involving
lengthy and tiring journeys. While they are essential, they require
careful organization to avoid unnecessary expense. However, there
are two viable alternatives to traveling to a central meeting
place: 1. video-conferencing, and 2. audio-conferencing. Still in
an early stage of development, video-conferencing is limited by
equipment requirements. Audio-conferencing is an extremely cheap,
and easily managed method of having a many-sided discussion.
British Telecom (UK) has two possible solutions: 1. the telephone
meeting bureau, and 2. group-to-group telephone meetings through
a service designated as Conference 2000. Other products make
possible even greater scope for audio-conference control and
management.- For example, the electronic writing-board system
enables an operator to draw a diagram that is captured and
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displayed over video terminals to the conference participants.
(ABI/INFORM)
Teleconferencing: The Meeting of the Future-Nov
Pye, R.; Springate, J.
Management Services in Government (UK) v33n3 PP: 135-139 Aug. 1978
Teleconferencing allows executives to attend meetings in which
they would otherwise not be able to participate, and it can be more
objective and less emotional than face-to-face encounters. It
provides an effective substitute for meetings involving the
exchange of information, problem solving, and routine decision
making. Audio teleconferencing is as effective as video and less
costly. Components of the teleconference include loudspeaking
telephones, facsimile machines, remote writing machines,
closed-circuit television, and remote meeting tables (RMTs). The
RMT consists of a round conference table, microphones, and
loudspeakers with indicator lights and nameplates. Three factors
affecting the use of RMTs are: 1. system performance, 2.
organizational aspects, and 3. individual factors. RMTs are
suitable for meetings that: 1. give orders, 2. make decisions, 3.
provide information, 4. air opinions, and 5. provide briefings.
They are less suitable for meetings that involve getting to know
people, assessing reactions, and discussing confidential matters.
(ABI/INFORM)
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EPA HEADQUARTERS LIBRARY MANAGEMENT COLLECTION
List of Management Bibliographies
1. CONTRACT MANAGEMENT
by Mary Hoffman and Sigrid N. Smith, January 1991
EPA/IMSD/91-001
2. MANAGING A DIVERSE WORK FORCE
by Anne Twitchell, September 1990
EPA/IMSD-90-011
3. PROJECT MANAGEMENT
by Anne Twitchell, June 1990
EPA/IMSD-90-007
4. STRATEGIC PLANNING
by Anne Twitchell, March 1990
EPA/IMSD-90-005
5. TOTAL QUALITY MANAGEMENT
by Anne Twitchell, December 1989
EPA/IMSD-89-009
6. LEADERSHIP: QUALITY MANAGEMENT FOR THE FUTURE
by Anne Twitchell, September 1989
EPA/IMSD-89-005
7. COMMUNICATION SKILLS FOR EFFECTIVE MANAGEMENT
by Anne Twitchell, June 1989
EPA/IMSD-89-003
8. EFFECTIVE PERFORMANCE APPRAISALS
by Anne Twitchell, March 1989
EPA/IMSD-89-002
9. OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
10. OFFICE OF THE FUTURE: THE CHANGING ROLE OF SECRETARIES
by Mary Hoffman and Anne Twichell, revised May 1989
11. MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September 1988
EPA/IMSD-88-007
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12. MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
13. RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-011
14. TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
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