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--BY HEENA DAS. ROLL-15 Class-B THANKS TO ± MR. DESPANDE
BELBIN¶S TEAM ROLES
5. In fact. However. The experiment was designed along scientific lines with careful measurement at each stage. 3. predicted to be excellent based on intellect. . i. Belbin carried out extended observational research to A management game was designed to reproduce work life. Belbin hypothesised that high-intellect teams would succeed where lower intellect teams would not. It contained all the principal variables that typify the problems of decision-making in a business environment. At first. 2. the outcome of this research was that certain teams. The most successful companies tended to be those with a mix of different people. failed to fulfil their potential. Meredith Belbin first began studying teams at Henley Management College in the 1970s.HOW & WHY THERE WAS A CREATION OF BELBINS THEORY: 1. but balance. Dr. 7. Over a period of ten years. which enabled a team to succeed. it became apparent by looking at the various combinations that it was not intellect. 6.e. Those participating were invited to take a battery of psychometric tests and teams were assembled on the basis of test scores. 4. those with a range of different behaviours.
The team roles identified by Belbin are based on certain patterns of behaviour that people exhibit within teams.FACTS ABOUT THE THEORY Dr. The basic premise of the Belbin team roles theory is quite simple. These patterns of behaviour can potentially have an impact on the performance of the team. . Meredith Belbin is well known for his team roles concept.
strength abilities Understand the role play .
APPLICATION AND USE Data from the Belbin Team Inventory can also be amalgamated and interpreted to assess how effectively 1) a team is likely to work together. 3) identifying gaps and overlaps in the Team Role distribution which might have an impact on a team's success. . The Belbin Team Inventory can also be used in conjunction with the Belbin Job Requirements Inventory to assess a candidate's behavioural performance in a particular job. 2) including selecting the best candidate to fulfil each role.
CONTRIBUTE AND INTERRELATE WITH OTHERS IN A PARTICULAR WAY. THE 9 TEAM ROLES ARE USUALLY FURTHER CLASSIFIED INTO:Action oriented Celebral oriented People oriented .´ IT WAS FOUND THAT DIFFERENT INDIVIDUALS DISPLAYED DIFFERENT TEAM ROLES TO VARYING DEGREES.A TEAM ROLE CAME TO BE DEFINED AS: ³A TENDENCY TO BEHAVE.
Cerebral/Intellectual Role: IMPLEMENTER Co-ordinator ACTION ORIENTED SHAPER People Skills Oriented Role Teamworker COMPLETER Resource Investigator Planter CEREBRAL ROLE monitor/ evaluator Specialist .
A good Plant will be bright and free-thinking. Plants are creative. . The role was so-called because one such individual was ³planted´ in each team.PLANT The first Team Role to be identified was the ³Plant´. If an innovative solution to a problem is needed. as many ideas are generated without sufficient discernment or the impetus to follow the ideas through to action. a Plant is a good person to ask. Multiple Plants in a team can lead to conflict. They tended to be highly creative and good at solving problems in unconventional ways. unorthodox and a generator of ideas. Plants can tend to ignore incidentals and refrain from getting bogged down in detail.
they can become very critical. and by moving slowly and analytically. they are often the ones to see all available options with the greatest clarity and impartiality. will almost always come to the right decision. . Since they are good at detaching themselves from bias. However. They take a broad view when problem-solving. damping enthusiasm for anything without logical grounds.MONITOR EVALUATOR Monitor Evaluators are fair and logical observers and judges of what is going on in the team. and they have a hard time inspiring themselves or others to be passionate about their work.
stable and mature and because they recognise abilities in others. The Co-ordinator clarifies decisions. . since they have a talent for stepping back to see the big picture.CO-ORDINATORS Co-ordinators were needed to focus on the team¶s objectives. Coordinators are sometimes perceived to be manipulative. A Co-ordinator is a likely candidate for the chairperson of a team. draw out team members and delegate work appropriately. they are very good at delegating tasks to the right person for the job. and will tend to delegate all work. Co-ordinators are confident. helping everyone else focus on their tasks. The co-ordinator¶s strength lies in enabling and facilitating interaction and decision making. leaving nothing but the delegating for them to do.
but has a tendency to lose momentum towards the end of a project and to forget small details. Resource Investigators provided inside knowledge on the opposition and made sure that the team¶s idea would carry to the world outside the team. The Resource Investigator gives a team a rush of enthusiasm at the start of the project by vigorously pursuing contacts and opportunities. A good Resource Investigator is a maker of possibilities and an excellent networker. He or she is focused outside the team.RESOURCE INVESTIGATOR When the team was at risk of becoming isolated and inwardlyfocused. and has a finger firmly on the pulse of the outside world. . Where a Plant creates new ideas. a Resource Investigator will quite happily appropriate them from other companies or people.
However. . The Implementer takes their colleagues' suggestions and ideas and turns them into positive action. they may be seen as closed-minded and inflexible since they will often have difficulty deviating from their own well-thought-out plans. especially if such a deviation compromises efficiency or threatens well-established practices. which means that they will often take on jobs everyone else avoids or dislikes. They are efficient and self-disciplined. They are motivated by their loyalty to the team or company. and can always be relied on to deliver on time .IMPLEMENTERS The implementer¶s strength lies in translating the team¶s decisions and ideas into manageable and practical tasks or actions.
and by refusing to delegate tasks that they do not trust anyone else to perform. . The Completer Finisher is a perfectionist and will often go the extra mile to make sure everything is "just right. They may frustrate their teammates by worrying excessively about minor details at the expense of meeting deadlines." and the things he or she delivers can be trusted to have been double-checked and then checked again. The Completer Finisher has a strong inward sense of the need for accuracy. attention to detail and the ability to meet deadlines.COMPLETER FINISHER The completer/finisher¶s strength lies in meticulousness. and sets his or her own high standards rather than working on the encouragement of others.
SHAPERS The shaper¶s strength lies in being goal directed. The Shaper is committed to achieving ends and will µshape¶ others into achieving the aims of the team. . He or she will challenge. can lead to conflict.for the Shaper. The shaper is a dynamic individual who boldly challenges others during discussions. Two or three Shapers in a team. argue or disagree and will display aggression in the pursuit of goal achievement. winning is the name of the game. aggravation and in-fighting. The Shaper is a task-focused individual who pursues objectives with vigour and who is driven by nervous energy and the need to achieve . according to Belbin. can handle work pressures and has the courage to overcome obstacles.
being collaborative. the beneficial effect of a Teamworker can go unnoticed and unappreciated until they are absent. They are good listeners and diplomats. talented at smoothing over conflicts and helping parties understand one other without becoming confrontational. a Teamworker may not be able to take decisive action when it is needed. and small but important things cease to happen. Because of an unwillingness to take sides.TEAMWORKERS The teamworker¶s strength lies in being a good listener. A Teamworker is the oil between the cogs that keeps the machine that is the team running smoothly. easy going and tactful. Since the role can be a low-profile one. co-operative. . when the team begins to argue.
and skill in their discipline to the team. they are likely to be a fount of knowledge and will enjoy imparting this knowledge to others.SPECIALIST Specialists are passionate about learning in their own particular field. but can only contribute on that specialism and will tend to be uninterested in anything which lies outside its narrow confines. Specialists bring a high level of concentration. As a result. If there is anything they do not know the answer to. they will happily go and find out. since the role was not revealed in the original research . The Belbin Team Inventory was revised to include the Specialist role. ability. They also strive to improve and build upon their expertise.
that he or she is also capable of stepping in to translate the team¶s decisions into reality. What you get is a score for each of the roles. The statements have to be answered by an individual based on personal perceptions of what he or she would do in different team situations.ANALYSIS OF BELBIN TEAM ROLES Belbin¶s roles are identified based on a series of statements that constitute the µSelf-Perception Inventory¶ (SPI). The roles where you score high are the ones that define your natural inclination within a team. . This means the individual¶s natural inclination during teamwork is to facilitate interaction and decision making. the person may be lacking as far as attention to detail goes. But on the flip side. the final scores are computed. a person can be a good Implementer and a good Coordinator but a very poor Completer/Finisher. A person can have strengths in more than one role and deficiencies or weaknesses in many of the other roles. and the weight that you assign to those statements. Based on the statements that you pick. For instance.
For example. Belbin found that a team with no Plant struggled to come up with the initial spark of an idea with which to push forward. Similarly. once too many Plants were in the team.BALANCE IS KEY Whilst some Team Roles were more ³high profile´ and some team members shouted more loudly than others. bad ideas concealed good ones and non-starters were given too much airtime. each of the behaviours was essential in getting the team successfully from start to finish. . The key was balance. With too many Shapers. with no Shaper. the team ambled along without drive and direction. However. missing deadlines. in-fighting began and morale was lowered.
GOOGLE. BELVBINS WIKIPEDIA 3.BIBLIOGRAPHY1.COM 2.FROM TEAMS ROLE AT WORK VIDEO .
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