1. NBS8328 International Management Practitioner

2. ASSESSMENT 40% of the overall module result of which :
30% for the Group or Team report
10% for the presentation on April 24th 2018

3. Why do we have teams, what is the point?

4. Managing as a Team Belbin Analysis:
A means to identify the preferred approach / natural inclinations towards work
A team role as defined by Dr Meredith Belbin is:
"A tendency to behave, contribute and interrelate with others in a particular way."
Belbin team roles describe a pattern of behaviour that characterises one person’s behaviour in relationship to others in facilitating the progress of a team.

5. Managing as a Team
The value of Belbin team-role theory lies in enabling an individual or team to benefit from self-knowledge and adjust according to the demands being made by the external situation.
8 roles identified in a ‘team’ – all are relevant
Is a 9th role of specialist – not covered in this analysis
People tend to have a balance between different roles, but often 1 or 2 elements are stronger
Why is this useful information for an individual and a team? 5

6. Chair Approach mature calm confident Benefits clarify goals
enables decision making
ensures all aspects are considered
Potential weaknesses
needs others to provide 'vision' or creative concepts 6

7. Shaper Approach dynamic sociable can be highly strung Benefits
challenging
pushes through ideas
knows what they want to achieve
Potential weaknesses
tendency to not listen to contrary viewpoints
can be short tempered if faced with people who will not 'join in' 7

8. Resource Investigator
Approach
extrovert
enthusiastic
communicative
Benefits
explores opportunities
develops contacts
Potential weaknesses
can lose interest / momentum
will avoid planning activity 8

9. Plant Approach creative imaginative unorthodox Benefits
solves difficult problems
brings forward ideas
Potential weaknesses
will avoid planning activity
finds detail boring
can lack communication skills 9

10. Team Worker Approach social and mild mannered
perceptive and accommodating
Benefits
listens
builds up confidence of others
averts friction
Potential weaknesses
can be indecisive
can get too involved in the problems of others 10

11. Implementer Approach disciplined reliable Benefits
conservative and efficient
puts ideas into practice
Potential weaknesses
can be inflexible
slow to respond to new ideas 11

12. Monitor Evaluator Approach sober strategic and discerning Benefits
sees all the options
judges fact
Potential weaknesses
can lack drive
may be seen as uninterested therefore may not inspire others 12

13. Completer Finisher Approach painstaking conscientious anxious Benefits
searches out errors and omissions
delivers on time
Potential weaknesses
can be inclined to fret over detail
reluctant to delegate 13

14. Learn more at : www.belbin.com

15. Managing as a Team
The likelihood of working well with others is improved if there is some understanding of how they are going to behave and perform
Assessments:
By an observer – independent information with feedback
Through improved self-awareness [perception]

16. Managing as a Team Team roles can develop and mature May change with:
experience
conscious attention
depending on the situation
Roles are not set in stone
Team members may need to adopt a different role to fulfil a need in the team
Appreciate what you do well naturally and what you may find difficult, and the same for your team colleagues

19. Managing yourselves: Organisation, organisation, organisation Agendas
Task lists
Clear objectives and outcomes
COMMUNICATE!!!!!!!!

20. Establishing your ‘Team’
Developing your initial plans:
Who are you?
What are your strengths?
Who is going to do what?
How will you fill any gaps?
What is your action plan?
Will you make a team contract? 20