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The organizations & working

Two or more people come together to discuss issues affecting them or the organizations they are working for. The purposes of such sessions are to come up with recommendations to solve the issues affecting them or organizations. These results are intended to be implemented in to the operation of the organization to improve their performances or to tackle issues that had posed to be problematic.

To organize a successful meeting, an agenda must be drawn which should summarize the activities that are to take place in the meeting. The organizer of the meeting should put in to consideration the people who should attend the meeting, the people to be on the agenda, additional materials that will be added to the agenda and the physical arrangement for the meeting. An agenda lays the foundation of meeting in a precise manner that is clear to everyone.

An agenda should contain a welcome note, a list of those who attended and those who skipped the meeting giving a support for their absence, minutes of the previous meeting that should be approved and seconded, matters that arose from the previous meeting which are the main objectives of the current meeting, other points that are important and

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need to be discussed in the current meeting, a section where any other business can be quoted and will be reviewed in the next meeting, arrangements of the venue and time for the next meeting and a closing phrase which includes the person who will say the closing prayers as a way of adjourning the meeting (CELADE 17). In the main objectives of a meeting there is usually a hidden objective that is not openly represented in the agenda. This objective is usually known as the second agenda. The main use of a second agenda is to reprimand a certain action that took place and was displeasing.

In most cases people can detect a second agenda by looking at the main agenda of the meeting. Clues of what the main agenda is directing at are stipulated in the hidden message of the main agenda. If the second agenda affect a person and they are not willing to discuss the issue they can easily decide to disrupt the meeting by not attending it. This results to failure in occurrence of the meeting. The organizer of a meeting should avoid disrupters or disruptions to the meeting. He should ensure he identifies the people concerned with causing a disruption in a meeting and inform them about the meeting emphasizing on the importance of attending the meeting in advance.

He can also schedule important tasks for the disruptors to under take during the meeting, such as reading the minutes for the previous meeting, or assigning them the duty of opening or adjourning the meeting. The organizer of the meeting should also devise good strategic communication skills to avoid disruption to meetings (CELADE 5). Second agendas in a meeting is a topic that has been discussed in length by many, without coming to a conclusive suggestion of whether to stop them before they start or to squash them while they are underway. Second agendas are perceived as sessions of consulting issues that are not appealing to the organizer of the meeting. They tend to be sentimental as one gets the opportunity of expressing themselves and reprimanding the offender.

These agendas usually detect the mood of the meeting; the meeting can end in a positive or negative note (CELADE 23). A second agenda can be ended before it starts if the members who have attended the meeting detect the aim of the agenda early and devise ways of avoiding the agenda or canceling the agenda before the organizer of the meeting attends to it. This is mainly done if they sense the agenda will portray negative attributes of a person or if it will introduce an emotional element in to the meeting. For instance a meeting that I had attended whose main agenda was raising money to fund a marathon that had been planned to help advocate for the respect to the rights of the disabled.

The meeting was organized after a confrontation that our supervisor had with one of my colleague. The confrontation was about my colleague using a portion of the department’s imprest money to advertise the marathon and ask for assistance from well wishers to contribute money to our organization to aid in the formulation of the marathon. The supervisor was blaming him for taking the money without telling him, saying the money could have assisted in the organization of the marathon. As we attended the meeting we clearly could tell the second agenda that was hidden in the main agenda. After the meeting was welcomed another colleague raised a point of order to be considered before discussion of the objective of the meeting could be begun.

He raised the notion of the supervisor hiding behind the main objective to attack the colleague who had taken the initiative of advertising the marathon so as to ask for assistance in raising more fund to help in organizing the marathon. He said if the meeting was directed in to that direction then there was no need to carrying on with the meeting as the only wrong the colleague who used the imprest money had done was not to tell the supervisor. He was seconded by the secretary who read from the previous meeting that the culprit had been delegated the task of looking for more funds to help in the organization of the marathon. The other members agreed with the secretary and termed the supervisor as being biased, however the culprit was also advised to be seeking authority before using delicate resources of the organization such as money (CELADE 39).

In other instances a second agenda can be squashed while underway. In this occasion the agenda is perceived as beneficial to the organization and the organizer given a chance to initiate the agenda. By so doing those who have attended the meeting realize the intention of the agenda as it is being discussed and decide to end it or disrupt the meeting so that it can end. Here the one ending the meeting should be careful in how he ends it as it may bring implications of disrespect or disregard of the authority of the organizer of the meeting. I have attended two meetings where there has been need to disrupt an ongoing meeting because of the direction a second agenda was dragging the meeting.

In both instances the meeting turned emotional and personal leading to the need of adjourning the meeting. In the first one someone raised a point of order to cancel the agenda being discussed as it brought no benefit to the objectives of the main agenda and was reprimanded by the organizer of the meeting as disrespecting him. The person walked out and was followed by others leaving only three of us the secretary, the organizer and I. We had not formed a quorum thus the meeting had to be adjourned as what we would have discussed would not be taken in to consideration as it would not tally with the votes of the majority. In the second instance the organizer of the meeting was allowed to introduce the agenda.

He was then asked to explain the connection of the agenda in regard to the motion at hand. He failed to bring a connection between the second agenda and the main objective of the meeting. The matter on the second agenda was closed and the meeting continued to the next issue (CELADE 22). To prevent unforeseen circumstances the second agenda should be stopped before it begins or squashed before it ends, to enable the planned meeting to take place smoothly without any interruption, tension or anxiety. Word Count: 1302 Works Cited Center for Latin American Demographic (CELADE). Report of the Meeting: Organization. Texas: University of Texas, United Nations, Economic and Social Council, 1975.

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