Editorial Review:
'A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.'
Team Roles at Work is a follow-up to Belbin's highly successful book Management Teams: Why They Succeed or Fail. The nine team roles, now familiar to managers and management trainers all over the world, are explored further, adding value to the
original team-role concepts. Operational strategies are laid out which provide ideas, techniques and a new range of information and advice which can be used to the organization's advantage.
Team Roles at Work paves the way for all those in management education, including industrial trainers to put Belbin's seminal thinking on teams into practice.
* How to manage the self in a team * How to create working partnerships * How to recognize potential for the 'surprise' fit * How to encourage interdependence between members of a team * How the team should fit into the organization.
This book shows you:
How to manage the self in a team
How to create working partnerships
How to recognize potential for the 'surprise' fit
How to encourage interdependence between members of a team
How the team should fit into the organization
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Customer Reviews
Average Customer Rating: 
A great practical book to back up work with teams  2001-10-17
Belbin has become one of the world experts on teams, and written a number of books on team work, and has a web site devoted to his consulting business on teams. You can get profiles done on line etc. Whilst I don't think his work is leading edge on group dynamics and the complexity of human teams, he offers a great practical methodology for working with people on teams. I have used this material with real success with real managers and real people in the work place, and it has been a useful catalyst for improving peoples understanding of different styles and roles, and how to work to peoples natural strengths.
Identify eight prototypes of team roles  1999-10-13
The MECE of the eight roles are doubtful, making the analysis on team strengths difficult to be brought into practice. It is a nice try to do a MECE classification on team roles, but there are still room for improvements in this book.
Invaluable handbook for better performing teams 1999-04-04
This is the authorative update on the English team guru's work on high performing teams. Less academic than his earlier seminal work, really focussed on the team at work. There's plenty of new stuff as well: Belbin's thoughts on the evolution of HR strategies, team leaders and the eligibilty versus suitabilty issue are all well explored. Managers needs this to learn how their teams tick. Trainers need it to facilitate learning. Individuals need it to understand their own roles and to be comfortable with them.
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