Using team role theory in management development
Article Abstract:
People should not be given specific roles which are based purely on their personality because people can play different roles within teams and many factors can influence how well they are played. A person's behaviour will be influenced by their expectations and commitment to the role they are playing. Some roles offer more autonomy than others and this will affect how the role is carried out. Managers must strive to get the most out of their teams by considering fulfilled and unfilled potential, if roles have been learnt and where further development is needed.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1997
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Belbin's team-role model: a silk purse from a sow's ear?
Article Abstract:
Observers have recently expressed doubts about the conceptual integrity and psychometric qualities of Belbin's team-role model, and some are considering abandoning its use in team development programmes. However, to do so would be too hasty and would be to overlook the role of psychometric measures in development processes. The Belbin measures can still be an effective tool for learning, development and change in the context of team behaviour.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1995
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The 'sculpture': an action method for team relations
Article Abstract:
The technique known as human sculpturing can help expose the relationships between groups and their team members.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 2000
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