Belbin team roles
| Belbin team roles |
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Belbin team roles is a model passed by Dr. Mertith Belbin in 1981. It concerns the success or failure of the team. He states that to have a successful team, nine roles were needed to work in a team. Inventorying roles in the Belbin team provides an effective way to estimate the behavior of individuals in the team conditions. Belbin's model identifies individual tendencies for many roles. There are no "good" or "bad" roles, and team roles are not equivalent to kinds of personality. Units have different characteristics, so one person can assess each person's coordination ability with others. BTR aims to determine as much information as possible about the role preferences in a person's team, while maintaining inventory management in terms of item length, inventory length and response style (S. Fatahi, A. R. Lorestani 2010, p. 1).
The Belbin team perception study is designed to measure behavioral traits that individuals present when working in teams. The four most important traits of each person are:
- Intelligence
- Domination
- Introversion / Extroversion
- Determination / Anxiety (S. Fatahi, A. R. Lorestani 2010, p. 2).
Team roles
Belbin describes the roles of people in the team that are primary, secondary or sometimes tertiary roles. The different team-role types described by Belbin:
- Plant (PL): creative and unorthodox, but is too busy to communicate
- Chairman (CH): mellow, good leader, promotes decision making, but can often seem manipulative.
- Monitor-Evaluator (M-E): strategic, demanding, strict, but can't inspire others.
- Implementer (IMP):disciplined, efficient, but slowly responds to new opportunities
- Completer Finisher (CF): diligent, punctual, searches for errors, but anxious
- Resource Investigator (RI): communicative, enthusiastic, but burns out too quickly
- Shaper (SH): brave, dynamic, but provocative
- Team worker (TW): gentle, diplomatic, prevents conflicts, but hesitant
- Specialist (SP): independent, dedicated, but only contributes to the narrow front (A. Gibson, T. Nesbit 2006, p. 108).
References
- Batenburg R., van Walbeek W., in der Maur W., (2013), Belbin role diversity and team performance: is there a relationship?, "Journal of Management Development", Volume 32, Issue 8
- Fatahi S., Lorestani A.R., (2010), Design and Implementation of the Expert System for Balancing Team Formation on the Basis of Belbin Team Role, "Proceedings of the World Congress on Engineering", Volume 1
- Gibson A., Nesbit T., (2006), Belbin Team Roles, Organisational Patterns and eLearning: A Case Study, "Proceeding of the 19th Annual Conference of the National Advisory Committee on Computing Qualifications"
- Lupuleaca S., Lupuleaca Z. L. ,Rusua C., (2012), Problems of assessing team roles balance -Team design, "Procedia economics and finance", 3
- Omar M., Hasan B., Ahmad M., Yasin A., Baharom F., Mohd H., Muhd Darus N., (2016), Applying Fuzzy Technique in Software Team Formation Based on Belbin Team Role, "Journal of Telecommunication, Electronic and Computer Engineering", Volume 8, Issue 8
Author: Katarzyna Satro
