Margerison and McCann (1995) developed a basic model that links job functions with the roles team members are expected to perform; this is known as the Team management wheel and is based on necessary behaviour and preferred roles. The wheel is divided into four sections, explorers, organisers, controllers, and advisers. Exploring behaviour includes contacting people, searching for opportunities, and creative pursuits. Role titles include explorer promoter who represent the group or the organisation in establishing outside contacts so as to publicise new ideas, and attract funds and resources. Controlling behaviour is reflected in adhering to rules and regulations, and operating systems with an eye for detail and precision in the performance of tasks. Role titles include, controller inspector who emphasise the inspection function to ensure that jobs are done in the correct way, with an emphasis on control. Advisory roles are associated with the provision of support services, e.g. planning, researching, and training for main-line activities such as the production and distribution of products and services. Titles here include, reporter adviser who collects and uses information in performing a support role. And finally organising roles focus on the main-line production, for example a thruster organiser would show an eagerness to establish exacting objectives, and ensure that the appropriate procedures and systems are in place to aid the accomplishment of those objectives. They show a keenness to remove any obstacles that stand in their way.
- Compare and contrast these methods
A point of comparison between these two methods can be found in the validity. Criticisms have been found in both Margerison and McCann, and Benne and Sheats’ work, for example there is no statistical evidence in Margerison and McCann’s work to show that the eight roles they came up with are in fact the correct ones and also there is no evidence to show whether this method can be used as predicting whether or not a group will be successful by taking on these roles. Criticisms of Benne and Sheats’ work include, are the role defined by Benne and Sheats critical for a group to achieve its goals? They make no attempt to answer this question nor do they make any claims about how often group members should play these roles.
However it’s not just criticisms that are found in both methods, the scientists do note some important things, for example Margerison and McCann note that the questions used in their method are all of the same level of difficulty and are balanced. Benne and Sheats do make recommendations on how a group could utilize the roles they defined (something which Margerison and McCann do not); they point out that a group would require different roles during different stages of its discussion. They also point out that group members should not limit the range of roles they can play. And a flexible structure would allow everyone to play many roles; flexibility will help a group effectively make use of the talents of its members.
One major difference between the two methods is the date, Benne and Sheats originally devised their “functional roles” in 1948, whereas Margerison and McCann’s Team Management Wheel was devised more recently in 1995. So with more recent work Margerison and McCann may have an advantage because they would have had access to a larger number of studies when devising ideas for their work, they would be able to look at more work that has failed or been successful to take ideas from. They may also have an advantage with employers because they may use their work over more dated methods; however some employers may prefer more traditional methods and not trust modern ones.