advance theories and practice on education management

1. Team Building Theory
( Adair ,1986 & Harris ,1986,Cleland 1996)
Types of Team Building Theory
a.Beldin’s Team Role Theory
b.Isabel Briggs-Myers’ MBTI Theory
c.Jung Color Works Theory
Presented by:
Carolyn B.Delos Reyes
San Juan ,Sto.Tomas, Batangas

2. Team Building Theory
John Adair (1986)
A team is a small group of
people with complementary
skills, who work actively together
to achieve a common purpose
for which they hold themselves
collectively accountable

3. Team Building Theory
( Adair ,1986 & Harris ,1986,Cleland 1996)
Harris (1986)
Team is a workgroup or unit
with a common purpose through
which members develop mutual
relationships for the achievement
of goals/ tasks. It requires the
sharing of talent and leadership,
the playing of multiple roles.

4. Team Building Theory
( Adair ,1986 & Harris ,1986,Cleland 1996)
Cleland (1996)
Team building is a process of
forming, growing , and improving
the knowledge, skills and
attitudes of individuals with
different needs, back grounds, and
abilities into an integrated, high
performance team.

5. Characteristics of a Team
1.It is a group that has a job to do,
whether as paid participants or as
volunteers.
2.It is a group that achieves
cohesiveness
3.It is a group with a common
objective , whose members are very
clear about working toward one
purpose.
4.It is a group whose members are
interdependence

6. TYPES OF TEAM BUILDING
THEORY
1.Beldin‟s team role theory,
2. Isabel Briggs-Myers‟s MBTI theory;
3.Jung‟ colour works theory
4. Douglas McGregor X and Y theory;
5. Abraham Maslow Hierarchy of Needs theory;
6. Tajfel, Social Identity theory,
7. John Adair Leadership theory;
8.Tuckman‟s theory of group development;

7. Doctor Meredith Belbi
British psychologist and he worked to
achieve a coherent and accurate system
that explains individual behavior and its
influence on team success. He created a
list of nine roles that every team should
have. These roles are :
 Plant,
 Resource investigator,
 Coordinator,
 Shaper,
 Monitor Evaluator,
 Team Worker,
 Implementer,
 Completer-Finisher, and Specialist.
1.BELDIN‟S TEAM ROLE THEORY

8. Belbin identified nine team roles and
he categorized those roles into three
groups:
I. Action Oriented
II. People Oriented
III. Thought Oriented/Thinking
Oriented
Each team role is associated with
typical behavioral and interpersonal
strengths .
1.BELDIN‟S TEAM ROLE THEORY

9. 1.Action Oriented
Shapers (SH)
Implementer (IMP)
Completer-Finisher (CF)
2.People Oriented
o Coordinator (CO)
o Team Worker (TW)
o Resource Investigator (RI)
3.Thought Oriented
Plant (PL)
Monitor-Evaluator (ME)
Specialist (SP)
Belbin‟s Nine Team Roles are…

10. Belbin’s Nine Team Roles are….
1. Action Oriented-Shapers (SH)
Challenge the team to improve.
Dynamic and usually extroverted
people who enjoy stimulating others,
questioning norms, and finding the
best approaches to problems.
Shakes things up to make sure that
all possibilities are considered and
that the team does not become
complacent

11. Belbin’s Nine Team Roles are….
I.. Action Oriented-Shapers (SH)
 Shapers often see obstacles as
exciting challenges and they
tend to have the courage
to push on when others feel
like quitting.
Potential weaknesses-- They
may be argumentative, and that
they may offend people's
feelings.

12. Belbin’s Nine Team Roles are….
2. Action Oriented-Implementer (IMP)
 People who get things done.
 Turn the team's ideas and concepts into practical
actions and plans.
 Typically conservative, disciplined people who
work systematically and efficiently and are very
well organized.
 These are the people who you can count on to
get the job done.
 Potential weaknesses-- Implementers may being
flexible and somewhat resistant to change

13. Belbin’s Nine Team Roles are….
3. Action Oriented-Completer-Finisher(CF)
 Are the people who see that projects are completed
thoroughly
 Ensure there have been no errors or omissions and they
pay attention to the smallest of details.
 Very concerned with deadlines and will push the team
to make sure the job is completed on time
 Described as perfectionists who are orderly,
conscientious, and anxious.
 Potential weaknesses-- May worry unnecessarily and
find it hard to delegate

14. Belbin’s Nine Team Roles are….
II. People Oriented-Coordinator (CO)
 Take on the traditional team-leader role and have also been
referred to as the chairperson
 Guide the team to what they perceive are the objectives.
 Are often excellent listeners
 Are naturally able to recognize the value that each team
members brings to the table.
 They are calm and good-natured and delegate tasks very
effectively.
 Potential weaknesses-- May delegate away too much personal
responsibility, and may tend to be manipulative

15. Belbin’s Nine Team Roles are….
II. People Oriented-Team Worker (TW)
 Are the people who provide support and make sure
the team is working together
 These people fill the role of negotiators within the
team and they are flexible, diplomatic, and
perceptive.
 Tend to be popular people who are very capable in their own
right but who prioritize team cohesion and helping people
getting along.
 Potential weaknesses-- May have a tendency to be indecisive,
and maintain uncommitted positions during discussions and
decision-making.

16. Belbin’s Nine Team Roles are….
II. People Oriented-Resource Investigator (RI)
 Are innovative and curious. They explore available
options, develop contacts, and negotiate for resources
on behalf of the team.
 They are enthusiastic team members, who identify
and work with external stakeholders to help the team
accomplish its objective.
 They are outgoing and are often extroverted ,
meaning that others are often receptive to them and
their ideas.
 Potential weaknesses-- May lose enthusiasm quickly,
and are often overly optimistic

17. Belbin’s Nine Team Roles are….
III. Thought Oriented-Plant (PL)
• Is the creative innovator who comes up with
newideas and approaches.
• Thrive on praise but criticism is especially hard for
them to deal with.
• Are often introverted and prefer to work apart from
the team.
• Potential weaknesses-- Because their ideas are so
novel, they can be impractical at times. They may also
be poor communicators and can tend to ignore given
parameters and constraints

18. Belbin’s Nine Team Roles are….
III. Thought Oriented-Monitor Evaluator (ME)
 Best at analyzing and evaluating ideas that other
people (often Plants) come up with
 Are objective
 Carefully weigh the pros and cons of all the options
before coming to a decision.
 Are critical thinkers and very strategic in their approach. They
are often perceived as detached or
unemotional.
Potential weaknesses-- Sometimes they are poor motivators who
react to events rather than instigating them

19. Belbin’s Nine Team Roles are….
III. Thought Oriented-Specialist(SP)
 Are people who have specialized knowledge that is
needed to get the job done.
 They are skillful and they work to maintain their
professional status.
 Their job within the team is to be an expert in the
area, and they commit themselves fully to their field
of expertise
 Potential weaknesses-- This may limit their
contribution, and lead to a preoccupation with
technicalities at the expense of the bigger picture.

20. Belbin‟s Team Roles Tables
I. Action
Oriented Roles
*Sharpener
*Implementer
*Completer Finisher
-Challenges the team to improve.
-Puts ideas into action.
-Ensures thorough, timely completion
II. People
Oriented Roles
*Coordinator
*Team Worker
*Resource Investigator
-Acts as a chairperson.
-Encourages cooperation.
-Explores outside opportunities.
III. Thought
Oriented Roles
*Plant
*Monitor-Evaluator
*Specialist
-Presents new ideas and approaches.
-Analyzes the options.
-Provides specialized skills

21. Using the Belbin Role Model tool
The Belbin Team Roles Model can be used in several
ways:
o You can use it to think about team
balance before a project starts
o You can use it to highlight and
so manage interpersonal differences
within an existing team
o You can use it to develop yourself or
others as a team player.

22. Isabel Briggs-Myers and her MBTI theory
 The Myers-Briggs Type Indicator (MBTI) is a
personality test that perceives how people
perceive the world. This is good for
teamwork because it can help the team
understand each other better.
 The MBTI was developed by Isabel Briggs-
Myers (1897 -1979) and her mother
Katherine Cook-Briggs. It isbased on the
work of CarlJung and particularly his book
Psychological Types. Essentially within the
MBTI,there are 16 types and a survey will
tell individuals which type they are most
like

23. Isabel Briggs-Myers and her MBTI theory
Myers-Briggs Dichotomies
Four dichotomies
1. Extrovert / Introvert (E/I)
2.Sensation / Intuition (S/N)
3.Thinking / Feeling (T/F)
4.Judging / Perceiving (J/P)

24. Isabel Briggs-Myers and her MBTI theory
Personality Types
A. Extroverts & Introverts
1. Extroverts-do not know what
they are thinking until they say it. As they
speak things become clearer to them, so
they may change direction as they speak
2. Introverts- on the other hand, need to
think things through. If immediate discussion
is throw open to them they become
uncomfortable and confused, as they need
to go away and consider

25. Isabel Briggs-Myers and her MBTI theory
Personality Types
B. Sensors & Intuitive
3.Sensors
use specifics such as facts, dates and times.
Problem definition is important and they are
irritated by vagueness
4. Intuitive
see specifics as limiting and look at the big
picture. Theymay agree with specific details
presented by an 'S' but can only understand
the 'whole'

26. Isabel Briggs-Myers and her MBTI theory
Personality Types
C. Thinkers & Feelers
5.Thinkers
will set their emotions to one side
so that their feelings will not enter into theological analysis of a
situation. They will not make an immediate decision, preferring
to step back from a situation to analyze facts and information.
6.Feelers
emphasize the effect the decision will have on people and
interpersonal relationships They attend more to human than to
technical aspects of problems and value these concerns more
than any other type of evidence

27. Isabel Briggs-Myers and her MBTI theory
16 Personality Types
D. Judgers & Perceivers
7.Judgers
favour exactness. They want to know how long things
will take, stay on track and they seek closure. They will
make an appointment for 4.30 and arrive at 4.29.
8.Perceivers
will put off the final decision for as long as
possible.They favour tolerance and open time frames

28. Carl Jung’s Color theory
Jung’s theory is about how
color is a determinant of
human behavior. By
understanding this, you can
better understand why
people in your team do
what they do.

29. Carl Jung’s Color theory
Colour Works uses a
psychological model of
behaviors that helps
teams to understand
similarities and
differences in order to
become more effective

30. Carl Jung’s Color theory
The order and intensity of your colour
preferences places you on a 72-type
wheel, made up of 8 archetypes, as
follows
Each with its own attributes, style, needs
and frustrations. The rest of your team
can be plotted on the same wheel,
allowing possible gaps in performance
and difficult relationships to be
understood and worked on

31. Carl Jung’s Color theory
8 archetypes, as follows
1. The Director:
2. The Motivator:
3. The Inspirer:
4. The Helper:
5. The Supporter:
6. The Co-Ordinator
7. The Observer:
8. The Reformer:

32. Carl Jung’s Color theory
1. The Director:
 Has the ability to focus on results
 They decide what they want fro
m life and set a strategy to
achieve it.
 They naturally push themselves a
nd others to achieve goals.-
 They are not put off by setbacks.

33. Carl Jung’s Color theory
2. The Motivator:
 Has enormous enthusiasm that he spreads
to those around them.
 Their drive to succeed gives them a high
level of
 motivation to achieve their dreams.
 They are not easily put off and find it easy
toThink positively about every situation

34. Carl Jung’s Color theory
3. The Inspirer:-
 Has well-developed people skills and has
a constant need to enjoy interactions
with others.
 - They are persuasive and their quick
minds produce
 Creative solutions to others' problems.

35. Carl Jung’s Color theory
4. The Helper:
 - Has a genuine desire to help others
and put their needs first
 . This makes them flexible and
adaptable with a natural ability to
share ideas and knowledge

36. Carl Jung’s Color theory
5. The Supporter:
 - Has a true team approach.
 - Their expert listening skills can
uncover others' true needs
 - They are loyal to both
their colleagues and their organization

37. Carl Jung’s Color theory
6. The Co-Ordinator:
 Can pull all the loose ends
together to organize themselves
and others in a structured
approach.
 - Their planning and time
management skills make them
thorough and reliable

38. Carl Jung’s Color theory
7. The Observer:
 -Can write the book on product
knowledge required for their job
 They provide the facts that are needed
to make decision
 - Theyset the standards for others,
 Analyse and collect the data

39. Carl Jung’s Color theory
8. The Reformer:
 Has a natural desire to monitor and
judge performance
 Their own approach is disciplined and
logical and they back this up with a
determination to succeed.

40. Team Building Theory
T --- TOGETHER
E ----EVERYONE
A ----ACHIEVE
M……MORE

41. Coming together is a
beginning
Keeping together is
progress
Working together is
success.