Dublin Port Meeting Prep: Board, Staff, Stakeholder Strategies

This report details the strategic planning and preparations required for effective meetings at Dublin Port, focusing on engagements with the board, key staff members, and stakeholders. It outlines specific agendas for each type of meeting, emphasizing clear goal setting, stakeholder communication, and problem-solving approaches. The report further includes information on necessary materials, action steps, and key issues identified during meetings, along with a sample meeting minutes format. The overall aim is to ensure that Dublin Port's meetings are productive, informative, and aligned with the organization's strategic objectives. Desklib provides access to this document and many more resources for students.

Running head: COMMUNICATION
Communication
Name of the University:
Name of the Student:
Author Note:

1COMMUNICATION
Dublin Port is one of the premier ports of Ireland and it is responsible for managing
50% of the trade carried out in the Republic of Ireland. It is situated in the middle of Dublin
city which is connected by roads and railways. It is also the main strategic access point for
Ireland or more specifically Dublin area.
The order of holding the meetings is being mentioned as following. It is done by
prioritizing and segmenting the levels of interest. The overall planning and procedures are
being discussed as follows;
Preparations for meeting with the Board of Dublin Port
Organizations play a major role in preparing the overall meeting with the board
members. Being the Chairperson of the Dublin Port, it is important to undertake some formal
procedures in order to hold a meeting with the board members.
The agenda of the meeting is given below:
Agenda 1: the Chairperson of the company will be scheduling the board meeting by
considering the plans of other members. This will be done by selecting a proper time by
considering the convenience of other members which is of immense importance (Kerth
2013). In addition to this, the Chairperson of the Dublin Port must be able to identify the
overall agenda or objective of the meeting and why it is being conducted.
Agenda 2: the Chairperson of Dublin Port will be concentrating on two to three
strategic points of the topic. The topics will include the ongoing status of the professional
services, sales updates, customers’ changing preferences and satisfaction as well; budget
reviews customer support issues, new products’ updates, marketing and promotional
activities, research and development plans and others. The board members of the Dublin Port
will be given the opportunity to speak and cover the topic within the given time. In addition

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to this, the Chairperson will make sure that the topics are being sent to them beforehand, so
that they have a clear idea of the purpose of the meeting (Haug 2013).
Agenda 3: deciding on the venue and time is the most crucial factor, which will be
done in the first place. This pre-meeting information will allow the Chairperson of the Dublin
Port to keep everything at place. In addition to this, it will be ensured that the board members
focus on the main topic of discussion and also keep themselves updated regarding the
company’s overall progress. Moreover, feedbacks from the board members will help in
discussing the goals as well as priorities of the management team. The Chairperson will also
provide the members with an overview of the company’s progress (McNulty, Florackis and
Ormrod 2013).
Agenda 4: if the meetings tend to last longer than the allotted time, it will be
necessary to schedule informal meetings on the discussion topics, as the board members of
Dublin Port may get bored of lengthy formal conversations. The end part of the meetings will
focus on taking approvals from the board members, financing, budget planning, concerns
regarding other issues, executive compensation or other sensitive issues. Important issues will
be discussed at the first place as the board members may lose interest in the end. In addition
to this, the Chairperson will review the contracts as well as other business documents in the
end of the meeting (Tropman 2013).
Preparations for meeting between board and key staff members in the company
For conducting a meeting between the board members and key staff members of the
company, the Chairperson needs to make a meeting preparation checklist, where he/she
should jot down some important factors.
The agenda of the meeting is given below:

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Agenda 1: The foremost thing that will be done in a meeting is to identify the overall
purpose of the same. It is important to make sure that the reason and necessity of holding the
meeting is crystal clear. Without understanding the purpose of the meeting, the Chairperson
of the Dublin Port will not be able to convey the right message to the key memberu543 s
(Tricker and Tricker 2015).
Agenda 2: the right participants will be selected on the basis of their positions and
merit levels. Most importantly, the Chairperson will also decide where and when the meeting
will be held and the key members to whom he/she will assign some major roles of conducting
the event. In addition to this, he/she will send invitations to the members, which will also
include the preliminary agenda of the meeting. Sending pre reading requests or taking
preparations will be recommended. Moreover the Chairperson of the Dublin Port will be able
to confirm the space availability, in order to avoid major issues later on the date of the event
(Sherman 2012).
Agenda 3: A proper decision making procedure will be chosen by the chairman. This
will include the system of voting, leader’s choice and group consensus. In this way, major
decisions will be taken by keeping every one’s request into consideration. Moreover, the
Chairperson of the Dublin Port will assign workers who can identify, arrange for and also test
the necessary equipments for the meeting. In addition to this, finalizing the overall agenda
and distributing them to all the participants is also considered to be immensely important and
necessary (Bens 2017).
Agenda 4: on the day of the meeting, the Chairperson will ensure that every one is
present and actively taking part in the meeting. In addition to this, he/she will be verifying
that all the key participants are actively concentrating on the event. Before starting, a formal
introductory session will prove to be beneficial. It will help the Chairperson of the Dublin

4COMMUNICATION
Port to know about each and every member and the roles that will be assigned to them.
Moreover, the Chairperson will be prepared to conduct the overall session. Power point
presentations and printed hand layouts will be prepared beforehand, in order to support the
statements (DuBrin 2015).
Preparations for meeting with the key stakeholders
On preparing for meeting with the key stakeholders, the Chairperson must be able to
establish clear goals as well as strategic planning, in order to ensure that the overall purpose
is met effectively. Clearly identifying the goals require marketing and promotion. It is
important to identify the community problems and demonstrate how the overall program is
going to prove beneficial for the stakeholders and how it is going to meet their goals. In
addition to this, the Chairperson of the Dublin Port must provide the key stakeholders with
model information. The shared outcomes include case studies, environmental and economical
impact. It is also important to gather information regarding the concerns of the stakeholders
and their desired outcomes (Bryde and Schulmeister 2012).
Collaborating and problem solving around the specific issues will prove to be
beneficial in such cases. In addition to this, the Chairperson must discuss fund related issues
with the stakeholders. Descriptive data must be given to them and no information must be
concealed. It is important to gather the input of the stakeholders by listening to their view
points and ideas. Their perspectives play a quite major role for the benefit of the business. For
instance; what is working and what is not, is there anything they are not aware of, is they are
unhappy with the business procedure, does the undertaken programs meet their goals and
objectives and others (Sayce et al. 2013).
Lastly, the Chairperson of the Dublin Port must be able to create a checklist of
information which is being gathered from the interview. In addition to this, the meeting must

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end by identifying the possible solutions, identifying proper action steps and assigning the
responsibility to the responsible person.
Presenter Information/Topic Materials Needed
The topics presented to
the stakeholders by the
Chairperson.
Information gathered. Equipments required for
successfully carrying out
the mission.
Action Step Rationale/Goal Responsible
Person
Target Date
for
Completion
The necessary steps taken
in the meeting.
Goal and objectives of the
meeting.
To be given with
the assigned
responsibilities.
Minimum
time required
for the
completion
of the
project.
Key issues identified:
The meeting has focused on the issues of financing, budget planning, executive compensation
or other sensitive issues. It has also included the ongoing status of the professional services,
sales updates, customers’ changing preferences and satisfaction as well; budget reviews

6COMMUNICATION
customer support issues, new products’ updates, marketing and promotional activities,
research and development plans and others.
As per the agenda of the meeting, the Minutes of the meeting can be presented as follows:
1 to 1.15- Dru, Smith, one of the presenters of the meeting welcomed the participants and
gave brief introduction about the topic
1.15 to 1.30: the presenter provided an overview of the topic
1.30 to 1.50: the presenter introduced the topic with respect to the specific objectives and
connecting the meeting with the same
1.50 to 2.10: David Davis presented detailed information about the topic
2.10 to 2.30: Power point presentation was held on the topic
2.30 to 3- Participants were involved in discussion followed by the remarks of the
chairperson

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References
Bens, I., 2017. Facilitating with Ease!: core skills for facilitators, team leaders and members,
managers, consultants, and trainers. John Wiley & Sons.
Bryde, D.J. and Schulmeister, R., 2012. Applying Lean principles to a building refurbishment
project: experiences of key stakeholders. Construction Management and Economics, 30(9),
pp.777-794.
DuBrin, A.J., 2015. Leadership: Research findings, practice, and skills. Nelson Education.
Haug, C., 2013. Organizing spaces: Meeting arenas as a social movement infrastructure
between organization, network, and institution. Organization Studies, 34(5-6), pp.705-732.
Kerth, N., 2013. Project retrospectives: a handbook for team reviews. Addison-Wesley.
McNulty, T., Florackis, C. and Ormrod, P., 2013. Boards of directors and financial risk
during the credit crisis. Corporate Governance: An International Review, 21(1), pp.58-78.
Sayce, K., Shuman, C., Connor, D., Reisewitz, A., Pope, E., Miller-Henson, M., Poncelet, E.,
Monié, D. and Owens, B., 2013. Beyond traditional stakeholder engagement: public
participation roles in California's statewide marine protected area planning process. Ocean &
Coastal Management, 74, pp.57-66.
Sherman, A.J., 2012. Raising capital: Get the money you need to grow your business.
Amacom Div American Mgmt Assn.
Tricker, R.B. and Tricker, R.I., 2015. Corporate governance: Principles, policies, and
practices. Oxford University Press, USA.

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Tropman, J.E., 2013. Effective meetings: Improving group decision making (Vol. 17). Sage
Publications.