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Cross Cultural Communication Theory and Practice PDFDrive (1)
TEAM ROLE
Contribution Allowable Weaknesses Plant Creative, imaginative, free- thinking. Generates ideas and solves difficult problems Ignores incidentals. Too preoccupied to communicate effectively Resource Investigator Outgoing, enthusiastic, communicative. Explores opportunities and develops contacts Over- optimistic. Loses interest once initial enthusiasm has passed Coordinator Mature, confident, identifies talent. Clarifies goals. Delegates effectively Can be seen as manipulative. Offloads own share of the work Shaper Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles Prone to provocation. Offends people’s feelings Monitor Evaluator Sober, strategic and discerning. Sees all options and judges accurately Lacks drive and ability to inspire others. Can be overly critical Teamworker Cooperative, perceptive and diplomatic. Listens and averts friction Indecisive in crunch situations. Avoids confrontation Implementor Practical, reliable, efficient. Turns ideas into actions and organizes work that needs to be done Somewhat inflexible. Slow to respond to new possibilities Completer Finisher Painstaking, conscientious, anxious. Searches out errors. Polishes and perfects Inclined to worry unduly. Reluctant to delegate Specialist Single- minded, self- starting, dedicated. Provides knowledge and skills in rare supply Contributes only on a narrow front. Dwells on technicalities Figure 8.1 Summary descriptions of Belbin’s Team Roles (www.belbin.com) usually perform better. Too many members with the same type of role may cause tension in the team and reduce overall cohesion and effectiveness. Some cultures show more preference for certain roles – for example, the French are concerned with innovative ideas, the Germans concentrate on structuring the task, the Swedes are strong on obtaining the neces- sary resources and the Americans tend to be assertive and impatient to achieve results. • International Team Building and Teamworking 145 Groups made up entirely of people with high intelligence tend to display the Apollo Syndrome and are actually less likely to be effective than a more balanced and diverse group. An example could be the management team of a hospital made up entirely of clinicians and consultants, which would be less effective than a more balanced team that would include finance, per- sonnel and other departmental heads. Apollo Syndrome groups are often difficult to manage and have problems making decisions. Such groups are better suited to high- technology companies where there is a need to allow for quick turnover as newcomers enter to reinvigorate the technology. Belbin stressed the value of selecting a team as opposed to concentrating on the search for the right individual. This was a different approach from the aims of previous research in which there was a natural tendency for organi- zations to recruit in their own image. Belbin’s research remains a significant benchmark study. It emphasizes the ability of a team to: renew and regenerate itself by new recruitment; find within itself all the desired characteristics; build up a store of shared and collectively owned experiences. Research undertaken at Cranfield University in association with 3i in 1992 highlighted the perceptions of managers from different European cultures and an awareness of their national prejudices by measuring ‘perception distance’, that is, the difference between the self- perception of one nation compared to the perception of it held by other nations. The larger the perception distance, the greater the difference between what that nation and other Europeans see as its managers’ competences. High- perception distance indicates barriers of prejudice often based on national stereotypes; for instance, the British tended to have a higher opinion of themselves than their European colleagues, especially the Italians and the French. It was therefore considered likely that it would be those nationalities that they may well have most difficulty working with. Apart from the essential prerequisites of technical and professional ability, those who will be working as members of international teams need strong self- motivation, cultural sensitivity and the ability to manage ethical and cultural differences. Download 1.51 Mb. Do'stlaringiz bilan baham: |
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