In today’s highly competitive world of executive structure in businesses, managerial roles span beyond the traditional allocation of duties. Although the hierarchical structure still exists within a working environment, a non-formal Machiavellian approach is used to aid all people within a company to interact with each other in a more relaxed and personal manner.
 
Businesses rely heavily on people in managerial positions to oversea certain groups or individuals who undertake in all various types of work As well as managers needing technical knowledge is also imperative that they have an understanding of a workers behaviour in different work situations.

It is managers job to have knowledge about the personalities of the people they are overseeing on working with. If this is done a manager can then make the right decisions about how to motivate a particular person. Interpreting someone’s personality is straight forward a person’s behaviour or personality is monitored simultaneously by a range of different people who each have varying interpretations. Also your own personality affects your ability to influence others.

Team/group forming has for many years shown us its benefits. People interacting with each other form a somewhat relaxed working environment within which new ideas can be born, ideas that could have not originated if individuals didn’t interact with each other.

Throughout the team/group development process as shown by the Tuckman’s model people begin to show their strengths and weaknesses and therefore take on different roles within the group.(Robbins, Marsh et al, 1994) This role classification is best described by the Beilbin exercise.

In 1993, Belbin modified the originally ‘team roles’, which was early researched by Henley and there totally nine types of team roles were published by Belbin. They are Plant, Co-ordinator, Monitor Evaluator, Implementer, Completer Finisher, Resource Investigator, Shaper, Team worker and Specialist (Belbin, 1993). In each of those team roles types, Belbin claimed what contribution that they basically need to have and also indicate what weaknesses can be accepted on each role. Belbin concentrate the consideration is ‘Balanced Teams’, which is the measure of all members’ Belbin team roles profile and if they all represented at the natural level, it’s determine to have high performance for the whole team (Barbarra, 1997).
 
The interaction of people in groups or in individual cases is a positive bonding tool, resulting in great team work, worker satisfaction and a high level of performance.

Bibliography

Barbara Senior(1997), Team roles and team performance: is there 'really' a link?, Journal of Occupational and Organizational Psychology, volume 70 n3, p241(18). Available: Expanded Academic Index, accessed on 6/3/2004.

Belbin R.M., Team Roles at Work, Butterworth Heinemann, 1993, pp.19-31. Call no: 658.402/94

Robbins, Marsh et al. (1994) Organisational Behaviour – Concepts, controversies and applications. Australia, Prentice Hall 
pp. 372-374
   
Tuckman, B. & Jensen, M. (1977) Stages of Small Group Development. Group and Organizational Studies, 2, 419-427.

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