Belbin's Theory

Katzenbach and Smith (1993a) recognise teams as the basic units of performance in organisations and identify a team as '...a small number of people with complimentary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.'

Moreover the correct distribution of roles can improve a groups dynamic by reducing phenomenon’s such as risky shift (Ridley, 2010), which frequently occurs with too many creative and risky decisions being made, this could be as a direct result of a team simply having too many of the plant

In order to better resolve the problems later when similar situations take place again, I have summed up two principles of how coordinators show respect and trust to their subordinates and accordingly build up team morale and team cohesion. For one thing, it is necessary to impress the equal importance of all the tasks on my team members - there are no good tasks or bad tasks, but only the most suitable tasks and other less suitable tasks for you. For another, encouragement and incitement are essential to inspiring members’ enthusiasm in their assigned duties. With regard to motivation, the coordinator should offer the other team members with opportunities to fulfill themselves, as well as enough room for improvement. All in all, I am going to assist my team members in sharing a tacit notion that “I am designated to undertake this part not because my ability is outstanding or just the opposite, but because I can better fulfill this role than the other team members do, as far as the task itself is concerned.”

Knowing your own Belbin team role allows you to acknowledge your strengths and weaknesses thus helping you focus on what you need to do to improve. From doing the personality questionnaire I was identified as an implementer and a shaper at similar high scores, however the rest of my scores were evenly spread across the remaining 6 roles. I interpret this as in a group I would fit into the role of planning and carrying out strategies in a resourceful way, whilst providing drive to the team to keep the momentum. I may also be able to slot into any missing roles. Belbin (2009) states that implementers are happy to carry out the less appealing tasks in the team -those that other members do not want to do or

A team is something more than a collection of individuals. Teamwork is a group of people working together to achieve the same goal. The whole is more than a sum of the parts. A team can be identified by evidence of some or all of the following:

There’s a high dependence on the leader for guidance and direction. Everything is new and individual roles and responsibilities can be unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes may sometimes be ignored. Leader directs (similar to Situational

Supervisors and team leaders coordinate operational tasks, make necessary decisions, and ensure that the decision support information, consults knowledge management systems, and relies on user productivity systems to carry out their day-to-day responsibilities.

Teams are more than just groups of people assembled in the same area, they are a collection of individuals dedicated to a common purpose and with a series of detailed performance targets, working together with complementary skills. Teams of people are encountered in various scenarios, not just in the workplace, but also throughout life, such as sports, associations, charities and voluntary services.

The appointed team leader is coordinating the flow of the work done. The team leader gives directions and instructions in details to team members, he/she is also schedules the care and assigns the tasks in between the team members.

“A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members.

In terms of the guardian role, Alex does not trust her employees to complete tasks, rather she micromanages and belittles them which breeds a lack of trust. Alex took a fellow co-worker off of a project because she expected results that could not be achieved, therefore completing the task herself. Alex also struggles at clarifying her purpose to employees, which can be defined as the navigator role. Alex delegates tasks to employees without ever really expanding on the big picture. For example, Alex assigned a list of tasks to team members in a conference without providing a clear purpose for accomplishment. If the purpose is unclear, employees will lack motivation to complete their tasks and will ultimately be deprived of any fulfillment. The third role of leadership is known as the coach, which refers to strengthening people. Alex’s lack of trust in her employees and her need to control situations really hinders her ability to coach employees through difficult tasks. Alex could have coached her employee to increase production instead of removing the employee from the project. In this situation, Alex perceived lackluster results and believed that explaining it to the co-worker was not worth her time. When it comes to Team building, also known as the architect role of leadership, Alex does not take the time to communicate or connect with co-workers, she only delegates tasks necessary for the

The purpose of this paper is to identify the criteria needed for making team selections along with the factors to manage a team effectively. Once I have defined the criteria for team making and management, I will elaborate on how an individual 's personality affects the workplace.

Role of the Coordinator: The coordinator of a SDT will serve various roles based on the need of the team. These roles may include acting as a directive leader, a coach, a supportive leader and as a delegating leader. The coordinator provides the team with resources and information required for decision making.

The term “co-active leader in front” is defined as a leader that nurtures relationships with their subordinates (Kimsey-House &

Co-ordinators are useful when put in charge of a group of people with diverse skills and they tackle problems calmly.This is accurately portraying my skills as I am a calm thinker trying to hear others peoples thoughts and implement them to my circumstance.This was seen when I was working in my fathers company during summer vacations and I saw that everything in the company was strictly controlled and the workers had no voice and their opinion was never heard. As time went by I became more bonded with the workers and tried helping them in any way I could and heard their opinions about the company and their concerns. The workers appreciated this and were open about their feeling towards the company and the conditions that they work, they also gave me suggestive feedback on how to expand the company. After talking with my father I arranged that after the end of every week all the employees of the company including my father are to attend a meeting of 1 hour for everyone to voice their concerns and how to move