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EFFECTIVE MANAGEMENT TECHNIQUES

Team Working

WEEK 11

Vivek Chitran
Learning Objectives

 Explain the concept of team and its


development

 Explore Belbin’s nine team roles and its


effectiveness and drawbacks

 Discuss factors affecting team roles


Importance of Team Development
‘To remain competitive organisations need to make
optimum use of equipment and people if they are to
thrive or even survive…. In a general sense people talk of
teamwork when they want to emphasise the virtues of
co-operation and the need to make use of the various
strengths of employees.’

ACAS
Belbin’s Team-Roles
A team-role is a pattern of behaviour, characteristic of
the way in which one
team member interacts with another
whose performance serves to facilitate
the progress of the team as a whole.

“No one’s perfect, but a team can be”


Belbin’s Nine Team-Roles

 Plant  Teamworker
 Resource investigator  Implementer
 Co-ordinator  Completer
 Shaper  Specialist
 Monitor-evaluator
The Plant
Team-role contribution Allowable weaknesses

 Creative  Ignores details


 Imaginative  Too preoccupied
to communicate effectively
 Unorthodox
 Solves difficult problems

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Resource Investigator

Team-role contribution Allowable weaknesses

 Extrovert  Over-optimistic
 Enthusiastic  Loses interest once enthusiasm
has passed
 Communicative
 Explores opportunities
 Develops contacts

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Co-ordinator
Team-role contribution Allowable weaknesses

 Mature  Can be seen as manipulative


 Confident  Delegates personal work
 A good chairperson
 Clarifies goals
 Promotes decision- making
 Delegates well

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Shaper
Team-role contribution Allowable weaknesses

 Challenging  Can provoke others


 Dynamic  Hurts others’ feelings
 Thrives on pressure
 Has the drive and courage to
overcome obstacles

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Monitor-Evaluator

Team-role contribution Allowable weaknesses

 Sober, strategic and discerning  Lacks drive and ability to


inspire others
 Sees all options
 Overly critical
 Judges accurately

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Teamworker
Team-role contribution Allowable weaknesses

 Co-operative  Indecisive in crunch situations


 Mild  Can be easily influenced
 Perceptive and diplomatic
 Listens
 Builds
 Averts friction
 Calms the waters
Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Implementer
Team-role contribution Allowable weaknesses

 Disciplined  Somewhat inflexible


 Reliable  Slow to respond to new
possibilities
 Conservative and efficient
 Turns ideas into practical
actions

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Completer
Team-role contribution Allowable weaknesses

 Painstaking  Inclined to worry unduly


 Conscientious  Reluctant to delegate
 Anxious  Can be a nit-picker
 Searches out errors and
omissions
 Delivers on time

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
The Specialist
Team-role contribution Allowable weaknesses

 Single-minded  Contributes on only a narrow


front
 Self-sharing
 Dwells on technicalities
 Dedicated
 Overlooks the ‘big picture’
 Provides knowledge and skills
in rare supply

Source: Belbin, R.M., Team Roles at Work, Belbin Associates (1993), p.23
Backup and Functional Roles
 Back-up Roles:
– Team members may be able to play more than one of
Belbin’s Roles.
– These back-up roles can come into play if particular roles are
missing from the team.
 Functional Roles:
– These are the roles played by members in relation to specific
technical needs.
– Functional roles are based on experience and knowledge, not
on team-role characteristics.
Building Successful Teams
Managers should be aware of the importance of:
– Clarification of objectives and resources
– Organisational processes and clarification of roles
– Empowerment, decision-making and channels of communication
– Patterns of interaction, task and maintenance functions
– Social processes and the informal organisation
– Management systems and leadership style
– Training and development
Skills for Successful Teamwork
 Self management  Strategic planning
 Communication  Shaping successful meetings
 Leadership  Resolving conflicts
 Responsibility  Enjoyment
 Supportiveness of diversity
 Feedback and evaluation
Learning Objectives

 Explain the concept of team and its


development

 Explore Belbin’s nine team roles and its


effectiveness and drawbacks

 Discuss factors affecting team roles


Reference
 Mullins, J. L. (2005) Management and Organisational
Behaviour, 7th ed., Prentice-Hall