Dr. Meredith Belbin’s Team Roles Essay

The management team in the healthcare environment has a very important role within their facility. There are ten managerial roles that fall within three categories. The three categories are: interpersonal roles, informational roles, and decisional roles. “A manager’s interpersonal roles involve interactions with people inside and outside the work unit. The information roles involve the giving, receiving, and analyzing of information. The decisional roles involve using information to make decisions, to solve problems, to address opportunities” (Lombardi & Schermerhorn, 2007. P. 13). Interpersonal roles involve interactions with people inside and outside the unit. Informational roles of a health care manager involve giving, receiving, and analyzing information.   Finally, the decisional roles of a health care manger involve using information for decision making, problem solving, and addressing opportunities (Lombardi & Schermerhorn, 2007. P. 13). Of all these different roles, I believe the most important role is the interpersonal role. The

Healthcare enterprises also may choose to utilize this assessment instrument to define the requirements of particular roles within the institution accurately. Furthermore, the results from the self-assessment tool can be utilized to identify and create strategies that will be beneficial in improving and enhancing the responsibilities of these executives. For example, a training and development plan can then be established to help the supervisor improve his or her skills. Also, the tool is instrumental in the identification of diversity skills in a team and thus, each individual is able to concentrate on their strengths and help the group succeed (ACHE, 2016).

Using the information from the six assessments can help provide a solid foundation for creating a plan for positive influence. Knowing the values and behaviors of each team member can greatly enhance a team’s capabilities; therefore, enabling the manager, and the team to work effectively together. For example is if employee (A),(B), and (C) were on a team that worked within a business unit for a major oil company. The team’s objective was to locate a new oil well, calculate projected costs for the project, and create a presentation explaining the results. Employee (A) had low job involvement, employee (B) exhibited a steadiness behavior style, and employee (C) had low emotional intelligence. After observing employee (A)’s assessment, management could develop a plan that involves participative management (Robbins & Judge, 2007). Management can include

In every organization particularly in the Health and Social Care Industry which involves individual employees and the entire workforce to where they are the company’s backbone of its existence it all rely on the importance of personal and team effectiveness to achieve the organization’s mission statement and service to their customers. In the influence of the management and organisational factors on the effectiveness of the people involved in the care particularly through developing their ability to work effectively in teams and developing their knowledge and skills so that they can contribute to the delivery of a quality service.

5.0 Different roles within a team and the impact of..... personality types on a team.........................................8

A leader in this quadrant plays the roles of Producer and Director (Quinn,1984). A leader in these roles establish clear expectations while setting goals and objectives and have the skills to stimulation of appropriate performance by organizational members and to decisiveness. If an organization value task oriented and work focused leader this is the quadrant to look for(Edwards, 1987). This quadrant uses the two social work theory of Psychodynamic practice because the emphasis on group works and value of humans growing and learning from stressor and experiences in their lives (Payne,

Managerial roles have to do so much research in order to keep up that it’s hard with all of the ever changing healthcare field (Nicol, 2012). The skills for management and effective leadership are very broad and numerous. As leaders emerge their role is reliant on working on relationships more than personal traits of one’s self, (Swanwick and McKimm, 2011). A manager brings simplicity to complexity and makes an organization or process understandable, (Nicol, 2012). Management is more of the mind, a matter of calculations and statistics, time tables and routines, and its practices is a science (Nicol,

Belbin discussed the structure about the team and how the workers work in a team. For this reasons, Belbin give a model for playing some on the group work by dividing into three sectors those are stated below:

Managing staff: What are an individual’s likely strengths? For which role is this person best suited?

Accountable, highly-productive, and detail-oriented professional adept at providing exceptional administrative support, managing multiple priorities, and streamlining office operations for major productivity gains. Proven ability to work individually or on a team, anticipate needs, and address issues in the executive’s absence. Expert at producing high-quality reports, presentations, and documents. Committed to strengthening interpersonal skills, maximizing work practices, applying creative and innovative skills, and meeting deadlines.

* Passionate, Dedicated, Inspirational Motivator – does whatever it takes to complete the next step toward the vision and can motivate people.

The management styles employed by users of ‘Scientific Management’ and managers who adopt an approach introduced by ‘The Human Relations School’ are vastly contrasting. The scientific style, popularized by Henry Ford in the early 20th century, involves delegating simpler tasks among employees and creating a ‘production line’. This approach aims to maximize profitability and efficiency. Conversely The Human Relations School considers the Scientific approach to de-skill staff and not cater to their social needs. There are many other differences between these styles, which will be discussed further in this text.

Findings from the Hawthorne studies emerged at the time when Frederick Taylor’s Scientific Management theory was in place. However, the findings from the Hawthorne studies, with some realistic modifications to the individual scenarios and modernization, can still be applicable to the managers of today, when used to handle staff in the various fields, even more than the requirements of the initial industrial management.

This paper compares and contrasts two popular management schools of thought, Scientific Management and the Human Relations Approach. Both methods are designed to maximise business potential through better organisation, but they differ greatly in the way they seek to achieve it. Scientific Management represents an organisation centred approach that is based on improving worker output through optimised technical methods and strict management. The Human Relations Approach focuses on the workers themselves and suggests strong worker relationships, recognition and achievement are motivators for increased productivity (Daft, 2006). This essay will define each management method and consider the main contributors to these schools of thought. It

The Hawthorne Studies were conducted by Elton Mayo with help from his research assistant Fritz Roethlisberger in the mid-1920s along with the works at the Hawthorne plant of the Western Electric Company in Chicago, Illinois. These studies were influenced by the principles of scientific management which were introduced by Frederick Taylor in 1911. The studies were to research weather people worked more efficiently when they were working as a group, being treated as special (such as working in a separate room), etc. ‘The studies found that good incentives (money) and good working conditions are generally less important than the employees’ need and desire to belong in a group and be included and wanted in decision making.’ (E. Mayo 1946). The question being asked however, is whether the studies undertaken, can be recognized as changing the development of management. Looking at the way it changed management at the time it can be said that it did, and this essay discusses how it produced change and how it also helped develop management to what it currently is in society today.