ABSTRACT
This chapter describes some of the different types of meetings identified in the workplace corpus and the dimensions along which they differ. It then examines the discourse structure and strategies of these meetings in relation to both their transactional and interpersonal functions. Using two case studies, that illustrates how power and politeness are manifested through the various features of meetings. The meetings selected for these case studies contrast on a number of dimensions and further exemplify some of the specific discourse strategies which are used to effectively manage meeting processes and to develop rapport, while highlighting the complex ways in which managers instantiate power and politeness in interaction. Decision making is a vital component of meeting management and directing the decision-making process is an important and complex aspect of workplace interaction. This chapter explores how meeting participants, whether managers or ordinary workers, balance the competing demands of doing power and politeness.
