Team Roles.

1
Team Roles.

• Logvinovich Kristina
• BTK91

2
Meredith Belbin.

• Meredith Belbin is a British researcher and
  management theorist, best known for his work on
  management teams. He is a visiting professor and
  Honorary Fellow of Henley Management College in
  Oxfordshire, England.

3
Team development.

• Stages
• Formation
• Chaos
• Stabilization
• Blossoming

4
4
Formation.

• At the given stage the leader should
• ? to Help participants of group to carry out
  the task and to acquire knowledge.
• ? to Create quiet and open working
  atmosphere.
• ? to Help participants of a command more to
  learn about each other.
• ? to Explain to participants of a command of
  their purpose and a duty.
• ? to Encourage active participation in work
  of all members of team.
• ? to form team structure through an
  explanation of roles and problems.
• ? to Establish culture of dialogue.
• ? to Encourage open interaction between
  members of team.

5
Chaos.

• At the given stage the leader should
• ? to Help participants of a command to
  establish norms of dialogue and effectively to
  cooperate with each other.
• ? to Discuss, how the command will make
  decisions.
• ? to Encourage members of team to that they
  shared the ideas on discussed questions.
• ? to Promote prevention of conflicts.

6
Stabilization

• At the given stage the leader should
• ? Openly to express the opinion on various
  situations and things which disturb employees.
• ? to Encourage employees to feedback.
• ? to Put problems which should be solved
  collectively.
• ? As much as possible to delegate powers to
  members of team.

7
Blossoming.

• At the given stage the leader should
• ? Together with members of team to define the
  purposes which would be interesting to all
  employees.
• ? to Search for ways of increase of overall
  performance of a command.
• ? to Develop skills of a command according to
  its current activity.
• ? to Recognize the personal contribution of
  participants.
• ? to Develop personal potential of
  participants of a command by means of ????????
  and feedback.

8
Coordinator.

• Typical statements
• 1. Let's remember a main objective always.
• 2. If someone has something, what it is possible
  to add to it?
• 3. It is necessary for us to reach a consensus,
• Before we will go further.
• 4. Never think that silence means the consent.
• 5. I think that we can give chance to someone
  else.
• 6. Ability correctly to delegate powers is an
  art.
• 7. Management is an ability to organize people on
  performance of any work.

9
Implementer.

• Typical statements
• 1. If it is possible, we will make it.
• 2. Day of practice costs year of the theory.
• 3. Still nobody has died of hard work.
• 4. If it is difficult for making, we will make it
  immediately. If it can't be made, it will occupy
  hardly more time.
• 5. The person can be mistaken, but the companies
  can't be forgiven errors.
• 6. Let's undertake an immediate task.
• 7. I completely support a policy of the company.

10
Shaper.

• Typical statements
• 1. Simply make it!
• 2. At first tell "is not present", and then enter
  negotiations.
• 3. If you speak yes, I will make it, I consider
  that so it and will be.
• 4. I am done not satisfied with that we achieve
  everything that we can.
• 5. I can be sharp, but at least I am right.
• 6. I will force all to work.
• 7. When advancement to the purpose all becomes
  more difficult,
• For good reason undertake abrupt.

11
The end.

• In this presentation I have told about command
  work and about the most important command roles
  in my opinion.