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Management Teams: Book Summary
"Management Teams: Why they succeed or
fail" corresponds to the original title of the bestseller written by the
British scholar Meredith Belbin in 1984 (in 2004 was published a second
edition). The book is the result of observations and tests performed by
the author during her cooperation with Henley Management College in the
conception of a business game based on the computer. From her
observations, Belbin finds that certain combinations of personality
types achieved a better performance than others. Noted so that, through
the application of psychometric tests would be possible predict the
success or failure of each team, for that, consequently, would be
possible to improve the performance of the less capable teams being
enough for that the analysis of the weaknesses of its constitution and
the performance of adequate changes.
From her observations, Belbin also
identified nine categories of employees that contribute to form the
ideal team:
1. Plant Type: creative, imaginative and
solves complex problems but has little ability to deal with common
people;
2. Coordinator: mature, confident and
safe, clears goals and promotes the decision taking; is a good president
even though it’s not necessarily the smartest;
3. Modeler: dynamic, outgoing and very
emotional, challenges, pressures and finds ways to overcome the barriers
but is prone to bad mood attacks;
4. Team Worker: sociable, soft, perceptive
and accommodative, listens, builds and seeks to avoid frictions but is
undecided in more confusing situations;
5. Finisher: meticulous, conscientious and
anxious, seeks the mistakes and meets the deadlines, but is reluctant to
delegate and worries without reason;
6. Deployer: disciplined, reliable,
conservative and efficient and transforms ideas into actions but is
somewhat inflexible;
7. Resources Investigator: outgoing,
enthusiastic and communicative and explores opportunities but easily
looses interest after the initial enthusiasm;
8. Specialist: stubborn, dedicate and has
rare knowledge or skills but only contributes on a narrow front;
9. Evaluator-Monitor: strategist, astute,
analyses all options and makes his own values judgement, but lacks
motivator impulse and the capacity to inspire others.
Translated from Portuguese
by Susana Saraiva, Portuguese-English and English-Portuguese translation
specialist. Contact: spams@sapo.pt.
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