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Abstract
The effectiveness of a structured meeting system, incorporating weekly meetings, deadlines and task monitoring was evaluated with four middle managers. The manager/experimenter introduced the system according to a multiple-baseline across-subjects design, and each supervisee improved markedly during intervention on measures of timeliness and productivity. A behavioral analysis suggested that the meeting system changed both the manager's and the supervisees' contingencies, and made the planned consequence of manager approval more contingent on desired supervisee behavior.