Read the following passage and mark the letter A, B, C, or D to indicate the answer to each of the question.

Although experts agree that traditional meetings are essential for making certain decisions and developing strategy, many employees view them as one of the most unnecessary parts of the workday. The result is not only hundreds of billions of wasted dollars, but the worsening of what psychologists call “meeting recovery syndrome”: time spent cooling off and regaining focus after a useless meeting. It isn’t anything novel that workers feel fatigued after a meeting, but only in recent decades have scientists deemed the condition worthy of further investigation. Meeting recovery syndrome (MRS) is most easily understood as a slow replenishment of our limited mental resources. When an employee sits through an ineffective meeting their brain power is essentially being drained away, says Joseph A. Allen, a professor at the University of Utah. If they last too long, fail to engage employees or turn into lectures with little to no personal interactions, meetings will significantly diminish employees’ psychological stamina. Taking time to recover is a must, but doing so comes at the expense of productivity.

As humans, when we transition from one task to another – such as from sitting in a meeting to doing normal work – it takes an effortful cognitive switch. We must make a big mental effort to stop the previous task and then expend significant mental energy to move on to the other. Some can bounce back from horrible meetings rather quickly, while others carry their fatigue until the end of the workday. It’s even worse when a worker has several meetings that are separated by only 30 minutes. While no counter-MRS measures have been tested, Allen says one trick that might work is for employees to identify things or locations that quickly change their mood from negative to positive. As simple as it sounds, finding a personal happy place, going there and then coming straight back to work might be the key to reducing recovery time. Another solution is to ask ourselves if our meetings are even necessary in the first place. If all that’s on the agenda is a quick catch-up, or some non-urgent information sharing, it may better for managers to send an e-mail to his or her subordinates instead. Most important, however, is for organisations to awaken to the concept of meetings being flexible,says Allen. We have to get rid of the acceptance of meetings as sites of pain, when they should be places of gain,” Allen says.

(Adapted from bbc.com)

In which case should managers only send e-mails to their employees?