Team Roles and Team Building - Describe two methods of analysing group roles.

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Katie McGovern

Team Roles and Team Building

  1. Describe two methods of analysing group roles

Within groups individuals often adopt or are assigned roles. This may be on the basis of expertise or other characteristics. As the group begins to function roles may become more defined. Often a role is decided by the occupant’s job description. There are three aspects to roles: expected role (defined by job description), perceived role (individuals perception of job), and enacted role (what they actually do).

Benne and Sheats (1948) outlined a wide range of work roles, which they grouped into three categories. The first category, group task roles, is related to getting the job done. Group members are given such titles as information giver (the person would contribute relevant information to help in decision making), energizer (the individual would stimulate the group to take action), and recorder (who keeps track of the group’s activities and takes minutes). The second category is group building and maintenance roles. These deal with the maintenance of interpersonal relations among group members and include such roles as encourager (encourages others’ contributions), harmoniser (tries to resolve conflicts between group members), and standard setter (sets standards and deadlines for group actions). The third category called self-centred roles, involves satisfying personal rather than group goals. Titles of these roles include, aggressor (tries to promote own status within group by attacking others), playboy (engages in humour and irrelevant acts to draw attention away from the tasks), and special interest pleader (argues incessantly to further own desires).

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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 ...

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