BELBIN'S TEAM ROLES

GROUP PROJECT (GROUP 10)

AISHWARYA SEKAR | ORGANIZATIONAL BEHAVIOR | 9TH SEPTEMBER 2023

1. ANSWER THESE QUESTIONS AS A TEAM. WHAT ISSUES COULD AFFECT
THE PRODUCTIVITY OF A SELF-MANAGED TEAM? ARE THESE ISSUES LIKELY
TO OCCUR IN A TEAM WITH MEMBERS FROM DIFFERENT COMPANIES?
HOW COULD THESE ISSUES BE RELATED TO MEMBERS FROM A NEW
COMPANY? HOW COULD THESE ISSUES BE RESOLVED?

Self-managed teams offer numerous advantages but can also face challenges impacting
their productivity. Some issues include:

a. Lack of Clear Leadership: In self-managed teams, there is no designated leader. This

may lead to difficulties in making decisions and resolving conflicts. In a team with
members from different companies, this challenge could be more pronounced due to
unfamiliarity with each other's leadership styles.

b. Communication Challenges: Effective communication is vital in self-managed teams.

When members come from different companies, they may have varying communication
norms, leading to misunderstandings and decreased productivity.

c. Diverse Work Cultures: Members from the start-up and parent company may bring
different work cultures, values, and problem-solving approaches. These differences could
potentially hinder team dynamics and decision-making.

Resolving these issues:

To address these challenges, it is essential to consider the following:

• Training: Provide training on effective teamwork, communication, and conflict

resolution.

• Establish Clear Guidelines: Create clear communication channels and establish

guidelines for decision-making and conflict resolution.

• Foster Collaboration: Foster a culture of collaboration and respect among team

members. Team-building activities can help build trust.

• Gradual Integration: Allow for a gradual integration of team members from

different companies, providing support during the adjustment period.

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2. ANSWER THESE QUESTIONS AS A TEAM. HOW WOULD YOU CHANGE, IF
AT ALL, THE REWARD STRUCTURE FOR PERFORMANCE IF THE TEAM WERE
SELF-MANAGED? WHY?

In the context of a self-managed team, altering the reward structure becomes crucial for
several reasons:

1. Shift from Individual to Collective Focus: Self-managed teams operate on the

principle of collective decision-making and responsibility. Unlike traditional teams
where individual contributions are more emphasized, self-managed teams
prioritize collaboration and shared accountability. Therefore, the reward structure
must align with this collective focus.

2. Motivation for Team Performance: In self-managed teams, members are

motivated not just by individual goals but by the success of the entire team. A
reward structure that recognizes and rewards team achievements reinforces this
collaborative mindset. When team members see that their joint efforts are directly
linked to rewards, they are more likely to work together effectively.

3. Encouraging Collaboration: The essence of self-management lies in

collaboration, where team members are empowered to make decisions collectively.
Rewards that are based on team performance rather than individual
accomplishments encourage cooperation, knowledge sharing, and mutual support
among team members. This promotes a positive team culture and synergy.

4. Equality and Fairness: Self-managed teams often emphasize equality among

members. A reward structure that acknowledges individual contributions could
create disparities and potentially lead to resentment. By distributing rewards
evenly among team members, a sense of fairness is maintained, fostering a
harmonious work environment.

5. Goal Alignment: The reward structure should align with the team's objectives
and goals. Self-managed teams typically set their own goals and are responsible for
achieving them. Rewards tied to these team-specific goals ensure that everyone is
working towards the same objectives.

6. Empowerment and Autonomy: Self-managed teams are entrusted with decision-

making authority, including how they work and achieve their objectives. A reward
system that recognizes their autonomy and self-direction reinforces their sense of
empowerment and ownership over their tasks.

7. Enhanced Team Cohesion: A well-structured reward system can contribute to

stronger team cohesion and commitment. When team members know that their
collective efforts will be rewarded, they are more likely to support one another,
leading to higher team morale and satisfaction.

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3. WHAT ASPECTS OF THE TEAM WOULD YOU ALLOW TEAM MEMBERS TO
SELF-MANAGE IF THEY WERE A SUPERVISOR IN THIS COMPANY. THEN, AS A
GROUP, COMPARE YOUR RESPONSES. DOES EVERYONE AGREE ON WHAT
DUTIES AND RESPONSIBILITIES SHOULD BE SELF-MANAGED, OR ARE THERE
DIFFERENCES? IF YOU COULD, WOULD YOU MAKE A TEAM FULLY SELF-
MANAGED? WHY OR WHY NOT?

In a self-managed team, team members can self-manage various aspects, including:

a. Task Allocation: Team members can collectively decide who takes on specific tasks
based on their skills and preferences.

b. Project Planning: The team can plan project timelines, set goals, and make decisions
about how to achieve them.

c. Conflict Resolution: Teams can establish processes for resolving conflicts internally,
emphasizing open communication and collaborative problem-solving.

d. Performance Evaluation: Team members can participate in peer evaluations to assess

individual contributions to the team's success.

Our Group’s Final Opinion

It's essential to discuss and align on what aspects should be self-managed within a team.
Agreement on duties and responsibilities is crucial for a smoothly functioning self-
managed team.

Full Self-Management:

Whether a team should be fully self-managed depends on the nature of tasks, team
maturity, and company objectives. A transitional phase with guidance and support may be
necessary when integrating members from different companies. Complete self-
management should be considered if it aligns with the team's goals and tasks.

In conclusion, the success of self-managed teams hinges on addressing key challenges,

adapting reward structures, and carefully considering the aspects of self-management
within the team, especially in scenarios involving members from different companies

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