PPM ROh

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ROHITDODDALABelbinSPIobserverreport.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 27-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 on your Self-Perception plus 4 Observer Assessments.

Percentile

Team Role

100

TW IMP PL SH ME SP CO CF RI

Key

TW Teamworker

IMP Implementer

PL Plant

SH Shaper

ME Monitor Evaluator

SP Specialist

CO Co-ordinator

CF Completer Finisher

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 a combination of your views and those of your Observers. When we combine all the information together, we take account of how closely your perception of yourself agrees with others' views of you. Many factors are taken into account when deriving your final Team Role composition.

ROHIT DODDALA

Analysis of your Team Role Composition

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 4 Report printed on 27-Feb-2022

This report provides an overview of Team Roles as seen by yourself and others, in order from most prominent (column 1) to least (column 9). Your overall Team Role composition is not simply an average of each individual line, but a weighted integration of your perceptions and your Observers' views, which takes many factors into account.

This report is based on your Self-Perception plus 4 Observer Assessments.

1 2 3 4 5 6 7 8 9

ROHIT DODDALA's Self-Perception TW SP IMP ME CO CF PL SH RI

Observers:

MOHAN ALA SH ME PL RI TW SP CF IMP CO

Holy Jermy Thadisetti PL SH CF ME TW IMP RI SP CO

Akshitha Bathini IMP SH PL SP CO RI CF ME TW

Sravan Erukala PL TW IMP CO SH CF ME SP RI

Observers' Overall Views PL SH IMP TW ME SP CO CF RI

Your Overall Team Role Composition TW IMP PL SH ME SP CO CF RI

Your observers reached quite different conclusions to your own in terms of Team Role preferences. There will inevitably be some compromise, but if you feel strongly that you have strengths which have not yet been uncovered, it is up to you to declare your preferences in these areas. Alternatively, you may want to focus on cultivating those Team Role strengths which others see in you.

This comment looks at the consistency between the Observers' Overall Views and your Self-Perception. It does not take into account the level of agreement between the Observers themselves.

ROHIT DODDALA

Comparing Self and Observer Perceptions

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 5 Report printed on 27-Feb-2022

The bar graph in this report shows how you perceive your Team Role contributions, in comparison to your Observers' views. The table below the graph shows the percentile scores for Self-Perception and Observers.

This report is based on your Self-Perception plus 4 Observer Assessments.

Percentile

100

0 SPI Obs

SPI Obs

IMP

SPI Obs

Team Role

Key Self-Perception (SPI) Observations (Obs) (Percentile) (Percentile)

IMP

Teamworker 97 47

Implementer 61 57

Plant 23 80

Shaper 21 76

Monitor Evaluator 53 44

Specialist 62 33

Co-ordinator 27 32

Completer Finisher 24 30

Resource Investigator 16 24

ROHIT DODDALA

Your Team Role Preferences

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 6 Report printed on 27-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 7 Report printed on 27-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 on your Self-Perception plus 4 Observer Assessments.

You appear to be someone who does the things that need to be done, whether in terms of the work to be performed or in providing general assistance. The value of this focus is that yours is a contribution which has the potential of being appreciated everywhere. For example, when you find yourself engaged in a key project or task, you will be the person who knows how best to cope with the pressing everyday issues that arise.

However, you may find it more difficult to progress when placed in an upfront role. This will be especially true where the focus is on selling new lines or ideas to others. For this reason you should benefit from close association with a prominent manager or colleague with a gift for proclaiming a message loud and clear. This person might be strong and demanding but can offer you their forceful voice when you most need it.

The greater your skill in handling the problems that others create in their wake, the more you will have an indispensable role to perform. Perhaps that is why in your case, who you work with, rather than precisely what work you perform, is likely to be more vital than for most people. For this reason, you should choose your job and your team with care. Take full account of who else is there and make sure that you avoid the company of a colleague with a strong sense of personal territory who might wish to squeeze you out. You need to feel comfortable if you are to offer your best.

As a manager, you are likely to work best with those who share your work ethic and are able to add the necessary finishing touches.

Your overall operating style should be of someone who takes a pride in the job, in helping others and in creating a good atmosphere at work.

You seem to have some sparks of creativity and originality which may need coaxing into the limelight. When faced with a challenge, take the opportunity to move apart from the team's thinking and discussions and allow yourself to approach the problem from a fresh perspective. When coming up with solutions, allow others to evaluate them. In this way, you can begin to establish yourself as someone who is capable of original thinking but who is not carried away by his own ideas.

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 8 Report printed on 27-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 on your Self-Perception plus 4 Observer Assessments.

Strengths

You are likely to:

o use your intuition when working with colleagues and help to defuse friction in the team. It is important to promote this strength so that others can recognise it more fully.

Possible Weaknesses

You may:

o have a balanced outlook, but have difficulty in finding a perfect role fit owing to a lack of definitive Team Role preferences.

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

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 9 Report printed on 27-Feb-2022

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 on your Self-Perception plus 4 Observer Assessments.

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 is best placed in a job which is already structured. He is likely to be a dependable person who takes a systematic approach to work. He may need continued encouragement and support and is likely to be highly capable of taking on more responsibility if situated in a positive team environment.

Others have observed that ROHIT might be best suited to:

o rigorously applying himself to what needs to be done

o advocating a sensible and rational course of action

o a job where looking after others is highly valued

On the other hand, observers did not reach consensus about the kinds of work to which ROHIT is less suited.

ROHIT DODDALA

Observed Team Role Strengths and Weaknesses

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 10 Report printed on 27-Feb-2022

The bar graph in this report shows your Observers' responses broken down into the strengths and associated weaknesses for each Team Role. An associated weakness is termed allowable if it operates alongside the observed strengths of the Team Role.

This report is based on 4 Observer Assessments.

Associated Weaknesses

Strengths

IMP

ROHIT DODDALA

List of Observer Responses

SPI completed on 25-Feb-2022 © BELBIN 2011 Page 11 Report printed on 27-Feb-2022

When observers complete an Observer Assessment, they can tick or double-tick adjectives which they think apply to you. This report shows the ticks received for each word, in descending order. Words which denote your associated weaknesses are shown in italics.

This report is based on 4 Observer Assessments.

Please note: if the Observer Assessments were completed in a different language to the one specified for this report, the equivalent word or phrase is used.

disciplined 6

realistic 5

caring 5

original 4

challenging 4

outspoken 4

helpful 4

efficient 4

confident and relaxed 4

motivated by learning 3

self-reliant 3

encouraging of others 3

diplomatic 3

analytical 3

conscious of priorities 3

free-thinking 3

dedicated to subject 3

corrects errors 3

inventive 2

imaginative 2

tough 2

enterprising 2

hard-driving 2

impartial 2

over-sensitive 2

outgoing 2

perceptive 2

practical 2

logical 2

accurate 2

competitive 2

reliable 2

creative 1

perfectionist 1

over-talkative 1

inflexible 1

confrontational 1

persevering 1

methodical 1

persuasive 1

fussy 1

fearful of conflict 1

willing to adapt 1

unadventurous 1

indecisive 1

seizes opportunities 0

shrewd 0

territorial 0

studious 0

sceptical 0

restricted in outlook 0

manipulative 0

inconsistent 0

frightened of failure 0

eccentric 0

absent-minded 0

inquisitive 0

broad in outlook 0

meticulous 0

consultative 0

resistant to change 0

reluctant to allocate work 0

over-delegating 0

oblivious 0

impulsive 0

unenthusiastic 0

pushy 0

procrastinating 0

engrossed in own area 0

keen to impart expertise 0

uninvolved with specifics 0

impatient 0

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 on your Self-Perception plus 4 Observer Assessments.

Team Roles Work Style

1 2 3 4

TW IMP

Meeting Requirements

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

TW PL

Helping Others with Ideas

"I enjoy sharing my ideas for the benefit of the team."

TW SH

Negotiating

"I like to find win-win solutions when agreeing goals and objectives with others."

IMP PL

Integrating

"My main strength lies in integrating new ideas into procedures."

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.