Team Roles at Work

'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; and how the team should fit into the organization.

ISBN 0750626755   Pages 160 ISBN13 9780750626750 (What's this?)   Volumes 1 Publisher Taylor & Francis Ltd   Weight (grammes) 270 Imprint Butterworth-Heinemann Ltd   Published in Oxford Format Paperback   Height (mm) 234 Publication date 15 Jan 1996   Width (mm) 156 Library of Congress HD66.B44 1   Spine width (mm) 11 DEWEY 658.402   Academic level Professional / Scholarly DEWEY edition DC20

		Preface
1		A short history of roles at work		1
2		The qualifications mystery		11
3		Emergence of a team-role language		19
4		The eligibility versus suitability issue		32
5		Coherent and incoherent role profiles		43
6		Interpersonal chemistry in the workplace		56
7		The management of strained relations		66
8		A strategy for self-management		75
9		The art of building a team		87
10		Solo Leader versus Team Leader		96
11		The management of succession		107
12		The future shape of organization		117
		Appendix: Establishing the team-role demands of jobs		131
		Index		135

'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

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