PPM ROh

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ROHITDODDALABelbinspi.pdf

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Belbin Team Role Report for

ROHIT DODDALA

University of Northumbria KB7036 People in Project Management

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer Finisher

Specialist

Creative, imaginative, free-thinking. Generates ideas and solves difficult

problems.

Ignores incidentals. Too pre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative. Explores opportunities and develops

contacts.

Over-optimistic. Loses interest once initial

enthusiasm has passed.

Mature, confident, identifies talent. Clarifies goals. Delegates effectively.

Can be seen as manipulative. Offloads own share of the

work.

Challenging, dynamic, thrives on pressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offends people's feelings.

Sober, strategic and discerning. Sees all options and judges accurately.

Lacks drive and ability to inspire others. Can be overly

critical.

Co-operative, perceptive and diplomatic. Listens and averts friction.

Indecisive in crunch situations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideas into actions and organizes work that

needs to be done.

Somewhat inflexible. Slow to respond to new possibilities.

Painstaking, conscientious, anxious. Searches out errors. Polishes and

perfects.

Inclined to worry unduly. Reluctant to delegate.

Single-minded, self-starting, dedicated. Provides knowledge and skills in rare

supply.

Contributes only on a narrow front. Dwells on technicalities.

ROHIT DODDALA

Team Role Overview

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 3 Report printed on 25-Feb-2022

The bar graph in this report shows your Team Roles in order from highest to lowest, using all available information. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

TW SP IMP ME CO CF PL SH RI

Key

TW Teamworker

SP Specialist

IMP Implementer

ME Monitor Evaluator

CO Co-ordinator

CF Completer Finisher

PL Plant

SH Shaper

RI Resource Investigator

The graph above shows your Team Roles in order of preference. Some people have an even spread of Team Roles whilst others may have one or two very high and very low Team Roles. An individual does not necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others to complete Observer Assessments to provide feedback about the Team Role behaviours they observe in you. This is useful because Team Role contributions are about the way others see us and work with us, as well as the way we perceive ourselves.

ROHIT DODDALA

Your Team Role Preferences

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 4 Report printed on 25-Feb-2022

This report shows your percentile scores for each Team Role, according to your Self-Perception responses. Team Roles are divided by percentile score into Preferred, Manageable and Least Preferred Roles.

This report is based upon your Self-Perception only.

Least Preferred Roles Manageable Roles Preferred Roles Team Roles

0 10 20 30 40 50 60 70 80 90 100

. . . . . . . . . . .

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

Please remember that Belbin Team Roles consist of both strengths and associated weaknesses.

ROHIT DODDALA

Team Role Feedback

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 5 Report printed on 25-Feb-2022

This report offers guidance and advice on the best way to manage your behaviour at work and make the most of your Team Role contributions. The applicability of the advice may vary depending on the stage of your career and your current working situation.

This report is based upon your Self-Perception only.

You appear to have a particularly accommodating disposition, which makes you likely to be a very pleasant work colleague. Your ability and your desire to adapt and fit in with others around you will add to your popularity. People will warm to you as someone able to listen to their problems and able to respond in a fitting manner. You will be most appreciated for your caring nature. A major contribution you can make is to ensure the atmosphere of the team is good and morale is high. Try to be proactive, rather than merely reactive, by instigating conversation and asking pertinent questions. Clients and others with whom you interact are likely to regard you as helpful and responsive.

Generally speaking, your contribution will be most noticeable and valued when there is a need to get on with difficult people without causing conflict. As a work colleague or when working for a manager, you will be appreciated for your co-operative approach. However, avoid making the mistake of trying to please too many people and so creating false expectations.

As a manager, those who work for you will readily appreciate your considerate nature. However, at times you will need to make decisions which might be inherently unpopular with certain employees. Do not shy away from these difficulties and remember that effective management includes making tough decisions and dealing with difficult situations. If you can bring your diplomatic skills into effect, you should be able to do what is necessary and take others along with you.

Your overall operating style should be of the approachable, adaptable individual who is able to foster a positive atmosphere and is adept at resolving difficult situations with diplomacy.

You show inclinations for learning and gaining in-depth knowledge. When you identify an area of expertise which is lacking in the team, volunteer yourself to take the training course or read the book. If you can harness your studious nature in a way which is useful and informative for the rest of the team, others will begin to rely on you to consolidate their own understanding.

On a final note, you need to take account of the role for which you are least suited. You do not appear to have the characteristics of someone who develops and can exploit useful contacts outside the organisation. If you can work in harmony with someone who has these complementary qualities, your own performance is likely to improve.

ROHIT DODDALA

Maximizing your Potential

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 6 Report printed on 25-Feb-2022

This report highlights your Team Role strengths and possible weaknesses, based on your views and those of your Observers, if applicable. The section, 'Understanding your Contribution', provides analysis of your responses to your Self-Perception to enable you to work more effectively.

This report is based upon your Self-Perception only.

Strengths

You are likely to:

o be a good listener and have a very empathetic nature: qualities which facilitate the smooth running of the team.

Possible Weaknesses

You may:

o be uncomfortable when having to deal with conflict.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views into account), you have highlighted two possible contributions you can make. Below is some advice on how to play to your strengths further in these areas:

To play your Teamworker role to better effect, volunteer yourself to deal with difficult situations which require a soothing influence. Use your diplomatic skills to establish how issues can be resolved and compromises reached.

To play your Specialist role to better effect, make the most of your ability and desire to soak up new information by seeking training and even setting aside time for self-teaching to keep current in your subject area. Ensure that you are learning what is most relevant, keeping your own objectives in line with those of the team.

On a separate note, you need to prioritise the demands of the team and be prepared to be flexible when needed.

ROHIT DODDALA

Feedback and Development Suggestions

This report is ideal for handing to and discussing with your line manager. It will provide an insight into your preferred way of working and the environment in which you thrive. Alternatively, this report is also a useful aid for any manager or recruitment specialist who wants to find out more about the individual in terms of their preferred working style and environment.

This report is based upon your Self-Perception only.

Key points

ROHIT DODDALA may be reticent so allow him time to try to put him at his ease throughout the discussion. Investigate whether he tends to restrict himself to those within his team or whether he is able to use his social skills advantageously outside the team.

Work Environment

ROHIT would work best in a role where support and know-how are highly valued. This combination of Team Roles can be greatly appreciated by customers or clients, since it combines a helpful approach with experience and knowledge. ROHIT is likely to find a niche providing support in his chosen field of expertise.

ROHIT DODDALA

Suggested Work Styles

This report looks at the combination of your top Team Roles and suggests working styles that may be suitable. Phrases are provided which summarise the relevant working styles.

This report is based upon your Self-Perception only.

Team Roles Work Style

1 2 3 4

TW SP

Providing Expertise

"I enjoy sharing my knowledge and expertise to help others."

TW IMP

Meeting Requirements

"I make a point of trying to adapt to the needs of people and the organisation."

TW ME

Observing

"I am able to give consideration to others' views whilst remaining impartial."

SP IMP

Applying Knowledge

"I derive satisfaction when integrating my knowledge and expertise into our practices

and methods."

Glossary of Terms

Self-Perception Inventory (SPI) The Self-Perception Inventory is the questionnaire an individual completes to ascertain his or her Team Roles. The questionnaire consists of eight sections, with each section containing ten items. The individual is asked to allocate ten marks per section to those statements which best reflect his or her working styles.

Observer Assessment (OA) The Observer Assessment is the questionnaire completed by people who know the Self-Perception candidate well. We recommend that observers are chosen from among those who have worked with the individual closely and recently and within the same context (e.g. within the same team), since Team Role behaviours can change over time and in different situations, offering advice on managing this.

Team Role Strength These are the positive characteristics or behaviours associated with a particular Team Role.

Team Role Weakness This is the flipside of a strength: negative behaviour which can be displayed as the result of a particular Team Role contribution. If someone is playing a particular Team Role well and their strengths outweigh their weaknesses in the role, it is called an “Allowable weakness”. Weaknesses become ‐“non allowable” if taken to extreme or if the associated Team Role strength is not displayed.

Percentiles A percentile is a way of measuring your position in relation to others (the rest of the population). If a group of people take a test and receive scores, these can be distributed from highest to lowest and an individual’s score can be judged in relation to the scores of others. If a person’s score is in the 80th percentile, this indicates that 20% of people have scored more highly for this measure.

Percentages Percentages represent a proportion of the whole. If you take an aptitude test and score 70 marks out of a possible 100, your score is 70%.

Strong example of a Team Role A strong example is someone who appears to play a particular Team Role to especially good effect. To qualify as a strong example of a particular Team Role, someone needs to be in the 80th percentile for that Team Role according to their Self-Perception. Once observer assessments are added, their feedback is also taken into account to determine whether or not someone qualifies as a strong example.

Points Dropped Some items in the Self-Perception Inventory pertain to claims about oneself rather than a valid Team Role contribution. If you have made more claims than 90% of the population, your Team Role feedback will take this into consideration.