Search results
Results from the WOW.Com Content Network
The Belbin Team Inventory, also called Belbin Self-Perception Inventory (BSPI) or Belbin Team Role Inventory (BTRI), is a behavioural test. It was devised by Raymond Meredith Belbin to measure preference for nine Team Roles; he had identified eight of these whilst studying numerous teams at Henley Management College .
Raymond Meredith Belbin (born 4 June 1926) is a British researcher and management consultant best known for his work on management teams. He is a visiting professor and Honorary Fellow of Henley Management College in Oxfordshire , England.
You are free: to share – to copy, distribute and transmit the work; to remix – to adapt the work; Under the following conditions: attribution – You must give appropriate credit, provide a link to the license, and indicate if changes were made.
As Belbin explains, many a team has been stalled and unable to complete the simplest task, because each member was sure they knew the best way to do it, and refused to do it anyone else's way. While I am unconvinced by much of Belbin's specifics, their work was useful in counteracting the idea that a team of super-smart leaders will be the best.
Meredith Belbin, a psychologist, first explored the concept of team-role theory in the 1970s when he and his research team went about observing teams and wanted to find out what made teams work and what did not.
The research into teams and teamwork followed two lines of inquiry. Writers such as Belbin (1981, 1993), [24] [25] Woodcock (1989), [26] Margerison and McCann (1990), [27] Davis et al. (1992), [28] Parker (1990), [29] and Spencer and Pruss (1992) [30] focused on team roles and how these affected team performance. These studies suggested that ...
The preferred team size has a significant impact on team sport. [6] Team size is determined by the original purpose for the team, the individual expectations for the members of the team, the roles that the team members need to play, the amount of cohesiveness and inter-connectivity optimal for team performance and the functions, activities and overall goals of the team.
By adulthood, these patterns become recognisable as mental traits, behaviours and social attributes. There are some authors, including Meredith Belbin, who claim that people with more flexible steering cognition have advantages in jobs which require greater social or cognitive dexterity because of improved social relating and leadership skills.