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

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Team Roles and Team Building a) 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. ...read more.


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. b) Compare and contrast these methods A point of comparison between these two methods can be found in the validity. ...read more.


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. Katie McGovern ...read more.

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