Strengths and Limitations of the Belbin Model
of Team Roles
Question;
Critically review the ways in which the Belbin model of team roles might be applied to the recruitment and selection of new team members like the 'John
Lewis Partnership '. Consider and outline both its strengths and limitations.
Table Of Contents
- Introduction Page 1 - Meredith Belbin’s model of team roles Page 1 - Applying Belbin’s model to the selection process Page 1 - Efficiency of application; the strengths and limitations Page 1-2 - Conclusion Page 2
Bibliography;
- Case Study; John Lewis and Ocado; Distinctly Successful - Text Book; Management and Organisational Behaviour by Laurie J. Mullins (8th Ed.) - Sue Ridley, 15th November 2010, Groups and Teams Lecture Notes
Appendices;
A; The Nine Team Roles - Descriptions and Attributes
Introduction
In 1981 Meredith Belbin published a book entitled Management Teams. The book enlists his research into organisational teams and how factors of personality can impact upon the efficiency of day to day activity. The theory is now universally applied in organisation in order to assess an individuals unique traits and place that individual in a suitable role in accordance with their Self Perception Inventory, a test of behavioural patterns also developed by Belbin. This report will describe how Meredith Belbin’s model of team roles can be applied to the recruitment and selection of new team members within an organisation, subsequently concluding the strengths and limitations of application, a strong association will be made with The John Lewis case study listed in the bibliography in order to connect the theories to modern industry.
Belbin’s Model Of Team Roles
Belbin’s model enlists nine team roles (initially eight) in which a person can be categorised into, these roles were created due to Belbin’s theory that a team of similar personalities and academic abilities have negative effects on a organisations efficiency. With the
Critically review the ways in which the Belbin model of team roles might be applied to the recruitment and selection of new team members like the 'John
Lewis Partnership '. Consider and outline both its strengths and limitations.
Table Of Contents
- Introduction Page 1 - Meredith Belbin’s model of team roles Page 1 - Applying Belbin’s model to the selection process Page 1 - Efficiency of application; the strengths and limitations Page 1-2 - Conclusion Page 2
Bibliography;
- Case Study; John Lewis and Ocado; Distinctly Successful - Text Book; Management and Organisational Behaviour by Laurie J. Mullins (8th Ed.) - Sue Ridley, 15th November 2010, Groups and Teams Lecture Notes
Appendices;
A; The Nine Team Roles - Descriptions and Attributes
Introduction
In 1981 Meredith Belbin published a book entitled Management Teams. The book enlists his research into organisational teams and how factors of personality can impact upon the efficiency of day to day activity. The theory is now universally applied in organisation in order to assess an individuals unique traits and place that individual in a suitable role in accordance with their Self Perception Inventory, a test of behavioural patterns also developed by Belbin. This report will describe how Meredith Belbin’s model of team roles can be applied to the recruitment and selection of new team members within an organisation, subsequently concluding the strengths and limitations of application, a strong association will be made with The John Lewis case study listed in the bibliography in order to connect the theories to modern industry.
Belbin’s Model Of Team Roles
Belbin’s model enlists nine team roles (initially eight) in which a person can be categorised into, these roles were created due to Belbin’s theory that a team of similar personalities and academic abilities have negative effects on a organisations efficiency. With the
References: Laurie J. Mullins, 2007, Management And Organisational Behaviour, 8th Ed., Prentice Hall Sue Ridley, 15th November 2010, Groups and Teams Lecture Notes