A team is a group of individuals working together towards common goals and objectives. Key characteristics of effective teams include clearly defined roles for team members. The Belbin Team Roles model identifies 9 different roles that individuals can take on in a team based on their behavioral tendencies: Plant, Monitor Evaluator, Coordinator, Resource Investigator, Implementer, Completer Finisher, Teamworker, Shaper, and Specialist. Each role provides a unique and important contribution to the team's success.

1. ROLE
Presented by
AHANA S KUMAR

2. What is a team ?
 A team is a group of individuals, all
working together for a common purpose.
 The individuals comprising a team ideally
should have common goals, common
objectives and more or less think on the
same lines.

3. Difference between Group and Team
A group can have
individuals with varied
interests, attitude as well as
thought processes.
A team must have
individuals with a common
objective to achieve

4. Clarity of roles within a team
A major characteristic of effective teams is clear
expectations about the roles played by each team
member.
The leader needs to have the ability to give clear
assignments in each work area:

5.  Work Methods
 Resources
 Time Frames
 Customer/Supplier Interface
 Performance Expectations
 Work Responsibilities
 Work Priorities

6. BELBIN TEAM ROLES
Team Role Definition
Belbin Team Roles measure behaviour, not
personality, and so can be defined as:
A tendency to behave, contribute and interrelate with
others in a particular way.
Dr . Meredith Belbin

7. Belbin Team Roles are used to identify people's
behavioural strengths and weaknesses in
the workplace.
This information can be used to:
 Build productive working relationships
 Select and develop high-performing teams
 Raise self-awareness and personal effectiveness
 Build mutual trust and understanding
 Aid recruitment processes

8. Belbin’s Team Role

9. THE NINE TEAM ROLES
PLANT (PL)
The first Team Role to be identified was the Plant. The
role was so-called because one such individual was
“planted” in each team. They tended to be highly
creative and good at solving problems in unconventional
ways.

10. MONITOR EVALUATOR (ME)
One by one, the other Team Roles began to emerge.
The Monitor Evaluator was needed to provide a logical
eye, make impartial judgements where required and to
weigh up the team’s options in a dispassionate way.
CO-ORDINATOR (CO)
Co-ordinators were needed to focus on the team’s
objectives, draw out team members and delegate work
appropriately.

11. RESOURCE INVESTIGATOR (RI)
When the team was at risk of becoming isolated and
inwardly-focused, Resource Investigators provided
inside knowledge on the opposition and made sure that
the team’s idea would carry to the world outside the team.
IMPLEMENTER (IMP)
Implementers were needed to plan a practical, workable
strategy and carry it out as efficiently as possible.

12. COMPLETER FINISHER (CF)
Completer Finishers were most effectively used at the
end of a task, to “polish” and scrutinise the work for
errors, subjecting it to the highest standards of quality
control.
TEAMWORKER (TW)
Team workers helped the team to gel, using their
versatility to identify the work required and complete it
on behalf of the team.

13. SHAPER (SH)
Challenging individuals, known as Shapers, provided the
necessary drive to ensure that the team kept moving and did
not lose focus or momentum.
SPECIALIST (SP)
It was only after the initial research had been completed
that the ninth Team Role, Specialist emerged. In the real
world, the value of an individual with in-depth knowledge
of a key area came to be recognised as yet another essential
team contribution.

14. THANK YOU