Could this be the current situation regarding meetings in most companies?

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A says a lot, and the others listen. B said a lot, and the others listened. . . . . Everyone had finished speaking, and no one expressed any opinions. Then it’s the leader’s turn to speak; first, there are the macro-level ideas: starting with China’s current national situation, then discussing the conditions in our industry, followed by an overview of the performance of other companies in the same sector, and then what’s our situation at the moment. After that, using the thinking of philosophers and thinkers, attempts are made to influence people’s minds. As for the specific actions to be taken and how to implement them, those are just trivial matters. One of our company’s shareholders is in his 70s; he used to be in charge of safety. Now that he’s old and frail, he doesn’t really have many hobbies or friends. He likes to go to work, and he often reprimands the employees. Moreover, if he holds an opinion, he can repeat it at least ten times. For example: What you’re doing is wrong, ah. You know, what you’re doing is wrong; it’s not proper to act in that way. It should be done that way instead. What you’re doing is incorrect. Look at how others do it – that’s the right way. What you’re doing is wrong. Think about why it’s wrong. It’s indeed incorrect. I used to do the same thing, but I realized later that it was wrong. Everyone is doing repetitive tasks, saying the same things in meetings; what is discussed in those meetings is already known to everyone. In the end, either there is no solution, or there is a plan or strategy, but it isn’t put into practice, and nothing gets resolved.