Main description:
'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. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.'
Team Roles at Work is a follow-up to Belbin's highly successful book Management Teams: Why They Succeed or Fail. The nine team roles, now familiar to managers and management trainers all over the world, are explored further, adding value to the
original team-role concepts. Operational strategies are laid out which provide ideas, techniques and a new range of information and advice which can be used to the organization's advantage.
Team Roles at Work paves the way for all those in management education, including industrial trainers to put Belbin's seminal thinking on teams into practice.
- How to manage the self in a team * How to create working partnerships * How to recognize potential for the 'surprise' fit * How to encourage interdependence between members of a team * How the team should fit into the organization.
This book shows you:
How to manage the self in a team
How to create working partnerships
How to recognize potential for the 'surprise' fit
How to encourage interdependence between members of a team
How the team should fit into the organization
Review quote:
'If you are really interested in learning and developing skills in teambuilding, there are certainly no books on the market that can beat Belbin's books in this subject area. Exceptional!'
Senior Lecturer, University of Westminster
Table of contents:
A short history of roles at work; The qualifications mystery; Emergence of a team-role language; The eligibility versus suitability issue; Coherent and incoherent role profiles; Interpersonal chemistry in the workplace; The management of strained relations; A strategy for self-management; The art of building a team; Solo leader versus team leader; The management of succession; The future shape of organization; Appendix: establishing the team-role demands of jobs; Index.
'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. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.'
Team Roles at Work is a follow-up to Belbin's highly successful book Management Teams: Why They Succeed or Fail. The nine team roles, now familiar to managers and management trainers all over the world, are explored further, adding value to the
original team-role concepts. Operational strategies are laid out which provide ideas, techniques and a new range of information and advice which can be used to the organization's advantage.
Team Roles at Work paves the way for all those in management education, including industrial trainers to put Belbin's seminal thinking on teams into practice.
- How to manage the self in a team * How to create working partnerships * How to recognize potential for the 'surprise' fit * How to encourage interdependence between members of a team * How the team should fit into the organization.
This book shows you:
How to manage the self in a team
How to create working partnerships
How to recognize potential for the 'surprise' fit
How to encourage interdependence between members of a team
How the team should fit into the organization
Review quote:
'If you are really interested in learning and developing skills in teambuilding, there are certainly no books on the market that can beat Belbin's books in this subject area. Exceptional!'
Senior Lecturer, University of Westminster
Table of contents:
A short history of roles at work; The qualifications mystery; Emergence of a team-role language; The eligibility versus suitability issue; Coherent and incoherent role profiles; Interpersonal chemistry in the workplace; The management of strained relations; A strategy for self-management; The art of building a team; Solo leader versus team leader; The management of succession; The future shape of organization; Appendix: establishing the team-role demands of jobs; Index.