Belbin’s Team Roles Theory (1993)
Different roles needed for the team can be explained through Belbin’s Team Roles Theory. Specifically Belbin (1993) divides roles within teams into the following nine categories:
Plant is the one who is creative and can propose effective solutions to complex issues. However, this role may be associated with certain weaknesses such as such us ignoring incidents and remaining excessively preoccupied to focus on other important issues
Resource investigators are the type of individuals who are extraverts with good communication skills, and thus it is easy for them to make contacts. However, these individuals need to be monitored due to their over-optimism, and tendency to lose interest and enthusiasm.
Co-ordinators are confident and mature decision-makers who are good at delegation. Specific measures need to be provisioned so that co-ordinators are not perceived as manipulators.
Shapers in teams are dynamic individuals who perform well under pressure. However, shapers need to be dealt with care due to their proneness to provocation and they also may offend the feelings of other people.
Monitor/evaluators are valuable team members due to their strategic and detailed approach to issues. But this category of team members may not may great leaders because of the lack of drive and difficulties associated with inspiring others.
Team-workers as co-operative and responsive employees make invaluable contribution to the achievement of team objectives. However, it has to be remembered that leaving team-workers alone in crisis or near crisis situations may result in negative consequences.
Implementers are the ones who are highly efficient due to their discipline and reliability. Nevertheless, their occasional inflexibility and lack of speed in embracing new opportunities have to be compensated for by other team members
Completer/finisher team members are needed to provide ‘final touch’ to projects and ensure their timely delivery. However, these types of employees have a set of common weaknesses that include tendency to worry excessively about insubstantial matters, and their reluctance to delegate.
Specialists within teams are dedicated individuals that offer specialist knowledge, skills and expertise. It is difficult to substitute specialists with other team members; however, the contribution of the latter is limited to a narrow front.