Task 1 ? Belbins Team Roles Theory In this se

Belbin Team Role Report for

Faisal Sikander Syed

University of Northumbria KB7036 People in Project Management

© BELBIN 2011

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer Finisher

Specialist

Creative, imaginative, free-thinking. Generates ideas and solves difficult

problems.

Ignores incidentals. Too pre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative. Explores opportunities and develops

contacts.

Over-optimistic. Loses interest once initial

enthusiasm has passed.

Mature, confident, identifies talent. Clarifies goals. Delegates effectively.

Can be seen as manipulative. Offloads own share of the

work.

Challenging, dynamic, thrives on pressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offends people's feelings.

Sober, strategic and discerning. Sees all options and judges accurately.

Lacks drive and ability to inspire others. Can be overly

critical.

Co-operative, perceptive and diplomatic. Listens and averts friction.

Indecisive in crunch situations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideas into actions and organizes work that

needs to be done.

Somewhat inflexible. Slow to respond to new possibilities.

Painstaking, conscientious, anxious. Searches out errors. Polishes and

perfects.

Inclined to worry unduly. Reluctant to delegate.

Single-minded, self-starting, dedicated. Provides knowledge and skills in rare

supply.

Contributes only on a narrow front. Dwells on technicalities.

Faisal Sikander Syed

Team Role Overview

SPI completed on 28-Feb-2022 © BELBIN 2011 Page 3 Report printed on 28-Feb-2022

The bar graph in this report shows your Team Roles in order from highest to lowest, using all available information. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

90

80

70

60

50

40

30

20

10

0

RI SH IMP PL CF ME CO SP TW

Key

RI Resource Investigator

SH Shaper

IMP Implementer

PL Plant

CF Completer Finisher

ME Monitor Evaluator

CO Co-ordinator

SP Specialist

TW Teamworker

The graph above shows your Team Roles in order of preference. Some people have an even spread of Team Roles whilst others may have one or two very high and very low Team Roles. An individual does not necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others to complete Observer Assessments to provide feedback about the Team Role behaviours they observe in you. This is useful because Team Role contributions are about the way others see us and work with us, as well as the way we perceive ourselves.

Faisal Sikander Syed

Your Team Role Preferences

SPI completed on 28-Feb-2022 © BELBIN 2011 Page 4 Report printed on 28-Feb-2022

This report shows your percentile scores for each Team Role, according to your Self-Perception responses. Team Roles are divided by percentile score into Preferred, Manageable and Least Preferred Roles.

This report is based upon your Self-Perception only.

Least Preferred Roles Manageable Roles Preferred Roles Team Roles

0 10 20 30 40 50 60 70 80 90 100

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Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer

Finisher

Specialist

X

X

X

X

X

X

X

X

X

Please remember that Belbin Team Roles consist of both strengths and associated weaknesses.

Faisal Sikander Syed

Team Role Feedback

SPI completed on 28-Feb-2022 © BELBIN 2011 Page 5 Report printed on 28-Feb-2022

This report offers guidance and advice on the best way to manage your behaviour at work and make the most of your Team Role contributions. The applicability of the advice may vary depending on the stage of your career and your current working situation.

This report is based upon your Self-Perception only.

You appear to be an energetic, driven individual, with an affinity for knowing how to react in fast-moving situations. With considerable outward-looking drive, you are well-placed to cope with pressure. You should be at your best when working in a busy environment, where you can make your mark by interacting with, and challenging, others. When you do so, express yourself firmly, but in good humour, to ensure that you get others on board. As long as your tone is driving but not scolding, your message will not be misunderstood.

Your approach to success is likely to be bold and striking, so to take others along with you. Your high work rate means that you need to face a wide range of challenges, so it is important that you should avoid environments which threaten to slow you down or restrict your energy or scope. Your potential to be headstrong has one downside – you might get into difficulties with your seniors or with colleagues. However, this very much depends on the character of those with whom you work. Ideally, you need a manager who is not too restrictive and colleagues who are sociable, patient and well-organised.

As a manager, seek out conscientious individuals who do not want to share the limelight. You will work best with someone who is diligent in tying up loose ends and ensuring that important details are not overlooked.

Your operating style is in the classic entrepreneurial mould. This means that you are inclined to look for opportunities and take them. This can be a high-risk field. The art lies in knowing how to manage the risks. When mistakes are made, present them as the price of experience and ensure that you are remembered instead for your successes.

You could also focus on cultivating your ability for efficient planning and organisation. One of the most effective ways to establish your reputation is by hard work. If you can develop a practical way of working, not only are you likely to benefit, but you may well find others following your example.

On a final note, you need to take account of the role for which you are least suited. You do not appear to fit comfortably into a supportive role. You may therefore need to give special attention to helping others and enabling the team to run smoothly when the occasion calls for it.

Faisal Sikander Syed

Maximizing your Potential

SPI completed on 28-Feb-2022 © BELBIN 2011 Page 6 Report printed on 28-Feb-2022

This report highlights your Team Role strengths and possible weaknesses, based on your views and those of your Observers, if applicable. The section, 'Understanding your Contribution', provides analysis of your responses to your Self-Perception to enable you to work more effectively.

This report is based upon your Self-Perception only.

Strengths

You are likely to:

o be dynamic and entrepreneurial: a developer of new ventures.

o thrive when offered a varied role which involves developing contacts external to the organisation.

o be a forthright and a determined individual, with the energy and drive to overcome obstacles.

Possible Weaknesses

You may:

o have problems adapting to a supportive role and allowing others to take the lead when necessary.

o be inclined to press ahead and get things done without adequate consultation.

o risk alienating others as a result of your drive to get things done.

Understanding your Contribution (based on your self-perception)

Looking at the results solely from your self-perception (not taking any observer views into account), you have highlighted two possible contributions you can make. Below is some advice on how to play to your strengths further in these areas:

To play your Resource Investigator role to better effect, make it known that you enjoy getting out and meeting others, so that more opportunities can be found for you to do so. Focus on demonstrating that you can produce useful leads and information from these contacts so that the benefits of your networking are clear to the team.

To play your Shaper role to better effect, promote your ability to work effectively to tight deadlines. However, remember that others may be less able to do so, so use deadlines to improve your own performance without adversely affecting others.

Faisal Sikander Syed

Feedback and Development Suggestions

SPI completed on 28-Feb-2022 © BELBIN 2011 Page 7 Report printed on 28-Feb-2022

This report is ideal for handing to and discussing with your line manager. It will provide an insight into your preferred way of working and the environment in which you thrive. Alternatively, this report is also a useful aid for any manager or recruitment specialist who wants to find out more about the individual in terms of their preferred working style and environment.

This report is based upon your Self-Perception only.

Key points

Find out whether Faisal Sikander Syed is able to relate well to others or whether he relies on talking himself through situations instead. In order to reach a judgement, ask about situations in which Faisal Sikander has achieved personal rapport with someone as opposed to gaining a networking contact.

Work Environment

Faisal Sikander should be placed in a fluid and unstructured job where events move swiftly. He would be best suited to a role at the cutting edge of change, which offers a great deal of scope and means working under pressure. Specify work in terms of goals and objectives and then give Faisal Sikander a free rein. Be generous in offering resources but demand regular reports on progress.

Faisal Sikander Syed

Suggested Work Styles

SPI completed on 28-Feb-2022 © BELBIN 2011 Page 8 Report printed on 28-Feb-2022

This report looks at the combination of your top Team Roles and suggests working styles that may be suitable. Phrases are provided which summarise the relevant working styles.

This report is based upon your Self-Perception only.

Team Roles Work Style

1 2 3 4

RI SH

Exploiting Opportunities

"I like to be given responsibility for grasping opportunities and driving things

forward."

RI IMP

Applying Resources

"Meeting people and getting things done are my strengths."

RI PL

Innovating

"I thrive in situations where I can advocate an entirely new approach."

SH IMP

Assigning Tasks

"I am ready to lead from the front when it comes to hard work."

© BELBIN 2011

Glossary of Terms

Self-Perception Inventory (SPI) The Self-Perception Inventory is the questionnaire an individual completes to ascertain his or her Team Roles. The questionnaire consists of eight sections, with each section containing ten items. The individual is asked to allocate ten marks per section to those statements which best reflect his or her working styles.

Observer Assessment (OA) The Observer Assessment is the questionnaire completed by people who know the Self-Perception candidate well. We recommend that observers are chosen from among those who have worked with the individual closely and recently and within the same context (e.g. within the same team), since Team Role behaviours can change over time and in different situations, offering advice on managing this.

Team Role Strength These are the positive characteristics or behaviours associated with a particular Team Role.

Team Role Weakness This is the flipside of a strength: negative behaviour which can be displayed as the result of a particular Team Role contribution. If someone is playing a particular Team Role well and their strengths outweigh their weaknesses in the role, it is called an “Allowable weakness”. Weaknesses become ‐“non allowable” if taken to extreme or if the associated Team Role strength is not displayed.

Percentiles A percentile is a way of measuring your position in relation to others (the rest of the population). If a group of people take a test and receive scores, these can be distributed from highest to lowest and an individual’s score can be judged in relation to the scores of others. If a person’s score is in the 80th percentile, this indicates that 20% of people have scored more highly for this measure.

Percentages Percentages represent a proportion of the whole. If you take an aptitude test and score 70 marks out of a possible 100, your score is 70%.

Strong example of a Team Role A strong example is someone who appears to play a particular Team Role to especially good effect. To qualify as a strong example of a particular Team Role, someone needs to be in the 80th percentile for that Team Role according to their Self-Perception. Once observer assessments are added, their feedback is also taken into account to determine whether or not someone qualifies as a strong example.

Points Dropped Some items in the Self-Perception Inventory pertain to claims about oneself rather than a valid Team Role contribution. If you have made more claims than 90% of the population, your Team Role feedback will take this into consideration.

Department of Mechanical and Construction Engineering Faculty of Engineering and Environment

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 1 of 6

Assessment Brief Assessment Components 001 and 002

1 Module Key Information

1.1 Module Title

People in Project Management

1.2 Module Code Numbers

KB7030 (Newcastle) and AT7027 (Amsterdam)

1.3 Module Level and Points

Level 7 and 20 points

1.4 Summative Assessment Component(s) and Weighting(s)

▪ Assessment Component 001: Coursework …………………………………………………………. 10% weighting ▪ Assessment Component 002: Coursework …………………………………………………………. 90% weighting

1.5 Module Leader

Dr Allan Osborne

1.6 Academic Year

Semester 2 2021-22

1.7 Cohorts

Newcastle and Amsterdam students

2 Assessment Submission and Feedback

2.1 Assessment Overview

The module has two components of summative assessment. These include: ▪ Assessment Component 001 is a piece of coursework in the form of a Peer Review (Steps 1 & 2) ▪ Assessment Component 002 is a piece of coursework in the form of an Academic Paper

2.2 Release Date of Assessment Brief

The module leader released the assessment brief to you on the following date and time: ▪ 09:00 (UK time) on Monday 21 February 2022

2.3 Medium Used to Disseminate Assessment Brief

You can find a digital copy of this assessment brief from the Content > Assessment sub-folder in the Blackboard (Bb) course.

2.4 Date(s) and Time(s) of Submission

You are required to submit these assessment components by no later than the following dates and times: 1. Peer Review Step 1…………………………………………….. 13:00 (UK time) on Monday, 21 March 2022 2. Peer Review Step 2……………………………………….. 13:00 (UK time) on Wednesday, 30 March 2022 3. Academic Paper ………………………………………………………. 13:00 (UK time) on Monday, 9 May 2022

2.5 Return Date of Unconfirmed Internally Moderated Mark and Feedback

The module leader will post your Peer Review Step 2 feedback and your unconfirmed internally moderated mark and feedback for the Academic Paper by no later than the following dates and times: 1. Peer Review Step 2…………………………………………………. 13:00 (UK time) on Monday, 4 April 2022

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 2 of 6

2. Academic Paper …………………………………………………… 13:00 (UK time) on Thursday, 9 June 2022

2.6 Mechanism for Return of Mark(s) and Feedback

The module leader will use the Turnitin digital submission tool to return your feedback and unconfirmed internally moderated mark for the Academic Paper. You can find the relevant Bb Assignment and Turnitin digital submission tools in the Bb course from the Content > Assessment > Submission Tools sub-folder.

3 Assessment Overview

The assessment baseline quotation is: “Leadership in a team setting is much less about command and control, and more about getting the most out of a diverse and experienced group of individuals” (Ernst & Young, 2013).

3.1 Belbin Self-Perception Inventory (SPI)

Before writing your Academic Paper, you need to complete a Belbin Self-Perception Inventory (SPI) questionnaire to ascertain your preferred team role(s) according to Belbin’s team roles theory. The module leader will invite you to complete a Belbin SPI questionnaire by emailing your Northumbria University inbox no later than 13:00 (UK time) on Monday, 21 February 2022. You must note the invitation will come from [email protected] and not the module leader. You will need to check your junk folder if you cannot see the message in your Northumbria University inbox. You must message the module leader using the Bb Messages tool if you cannot find the module leader’s invitation to complete a Belbin SPI from [email protected] after checking your inbox and junk folder. Do not email the module leader; this will slow down the module leader’s response time (see Module Handbook and Panopto Assignment Briefing video presentation for further information).

3.2 Peer Review

Peer Review has two steps. You can read what these steps are in the following two sub-sections. There are only two possible marks for Peer Review: 0% or 100%. To gain 100%, you must complete both steps by the deadlines shown above in Section 2.4. You cannot receive a partial mark by completing only one of the steps. Neither can you apply for a Short Extension for Assessment Component 001 (Peer Review); this is because the module leader has notified the Student Engagement Team that it cannot grant you a Short Extension for Assessment Component 001 (Peer Review).

Peer Review Step 1 Submission Requirements

You will submit a digital copy in Microsoft 365 Word format of your draft Academic Paper to a Bb Assignment digital submission tool called Peer Review Steps 1 & 2 in the Bb course's Content > Assessment > Submission Tools sub-folder. You must submit your draft Academic Paper anonymously. When submitting your digital file, you need to be careful because your first submission attempt is deemed final; this means you cannot ask the module leader to give you a second opportunity should you inadvertently upload the wrong file. You can find the maximum word limit for your Academic Paper below from Section 5.3.

Peer Review Step 2 Submission Requirements

The Bb Assignment digital submission tool will give you access to the Peer Review Step 2 process immediately after the Peer Review Step 1’s submission deadline has passed. Peer Review Step 2 requires you to provide constructive, supportive feedback using a structured template provided by the module leader for two students’ draft Academic Papers. You will find the Peer Review Step 2 Structure Feedback Template from the Content > Assessment sub-folder in the Bb course. You will use the Bb Assignment digital submission tool called ‘Peer Review Steps 1 & 2’ in the Content > Assessment > Submission Tools sub-folder in the Bb course to write your reviews using the feedback template as a guide. You must submit your reviews anonymously. You can find the minimum and maximum word limits for Peer Review Step 2 below from Section 5.2.

3.3 Academic Paper

Metaphorically using your Belbin SPI questionnaire as an appraisal instrument, i.e., a conceptual lens through which you will reflect on your past observations of people and their behaviour while working in teams, you must write an academic paper that addresses the following two tasks. Between the two main sections of your academic writing, you must include an appropriate segue linking the separate sections together.

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 3 of 6

Task 1 – Belbin’s Team Roles Theory

In this section of your Academic Paper, the module leader requires you to write a clear and coherent narrative detailing your opinion concerning the validity of your Belbin SPI questionnaire report and Belbin’s Team Roles Theory. While doing so, you are required to use published papers you have chosen from primary literature sources in leadership, management, and organizational sciences as the theoretical underpinning for your academic writing.

Task 2 – People and Behaviour Theories

In this section of your Academic Paper, the module leader requires you to write a clear and coherent academic debate detailing the opposing viewpoints concerning the validity of critical theories associated with a single ‘People and Behaviour’ domain assigned to you. While doing so, you are required to use published papers you have chosen from primary literature sources in leadership, management, and organizational sciences as the theoretical underpinning for your academic debate.

‘People and Behaviour’ Domain

When the module leader posted this assessment brief on the Bb course, he also posted a document titled ‘Assigned People and Behaviour Domains’ in the Bb courses’ Content > Assessment sub-folder. If you look at this document, you will see the domain the module leader has randomly assigned to you. You must write your Academic Paper using the people and behaviour domain assigned to you. If you write your Academic Paper using a different domain, you will not have fully satisfied the assignment's requirements for Task 2 for Assessment Component 002. As a result, the module leader will have to reduce your unconfirmed mark for the Academic Paper. To ascertain the APM’s definition of your allocated domain, you need to review the APM Body of Knowledge 7th edition. You can access this publication free of charge by joining the APM as a student member. The APM’s website explains how to become a student member. You should note that the APM does not expect you to pay an annual membership fee while you are a student. You are classified as a student when studying this module and your Master’s degree.

Academic Paper Submission Requirements

You will submit a digital copy in Microsoft 365 Word format of your Academic Paper using the Microsoft 365 Word template provided by the module tutor to a Turnitin digital submission tool called ‘Academic Paper’ in the Content > Assessment > Submission Tools sub-folder in the Bb course. You can find the Microsoft 365 Word template from the Bb course’ Content > Assessment sub-folder. You must submit your Academic Paper anonymously. When submitting your digital file, you need to be careful because your first submission attempt is deemed final; this means you cannot ask the module leader to give you a second opportunity should you inadvertently upload the wrong file. You can find the maximum word limit for the Academic Paper below from Section 5.3.

4 Referencing Style

The module leader expects you to write your Academic Paper in an academically acceptable format. You must present your bibliographic citations in your text and reference list using the Cite Them Right method of the Harvard referencing system. Cite Them Right is freely available to Northumbria University students at https://www.citethemrightonline.com/ You must enter your Northumbria University online user credentials to access the online guide.

5 Word Limits

5.1 Peer Review Step 1

Your draft Academic Paper for Peer Review Step 1 should have a minimum word count not less than 50% of the maximum word limit for the Academic Paper. It also must not exceed the maximum word limit for the Academic Paper.

5.2 Peer Review Step 2

You will use a structured template provided by the module leader as a guide when writing the peer reviews for the two draft Academic Paper assigned to you. Each section included in the Peer Review Step 2 Structure Feedback Template has a minimum word count of 50 words. There is no maximum word limit.

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 4 of 6

5.3 Academic Paper

You are required to declare the word count of your Academic Paper in the relevant section of the Microsoft 365 Word Template the module leader has given you. The maximum word limit for the Academic Paper is 3,000 words; this limit excludes the Abstract, which has a separate word limit of 200 words. The Academic Paper word limit includes the following constituents: ▪ The main body of text ▪ In-text citations, e.g., (Smith, 2011) or Smith (2011) ▪ Direct quotations from primary or secondary source materials You are permitted to exclude the following constituents when calculating the word count of your Academic Paper: ▪ Title ▪ Abstract (no more than 200 words) ▪ Keywords (no more than five keywords) ▪ Figures ▪ Tables ▪ Reference list You are not allowed to include the following constituents when writing your Academic Paper: ▪ Appendices ▪ Bibliography ▪ Endnotes ▪ Footnotes ▪ Glossary of terms

6 Further Information

6.1 Module Learning Outcomes (MLOs) Assessed by Coursework

On completion of the Coursework, you will be able to:

Knowledge and understanding:

1. Define and evaluate selected key theories and concepts associated with the main characteristics and processes of teams, the issues facing teams, and the organizational context of teams.

2. Critically appraise selected key theories and techniques associated with the groups and teams in an organization, organizational structures, and management processes.

Intellectual/professional skills and abilities:

3. Empowered with the knowledge, skills, and abilities to create, participate in, and effectively lead real and virtual project-orientated teams.

4. Critically review the literature on team dynamics, management, and organizational behaviour and engage with what others have written through evaluative discourse.

Personal values attributes:

5. Exhibit the professional ethics characteristics of a University postgraduate student.

7 Referral

If the Progression and Awards Board (PAB) decides to give you a referral attempt of the module, the module leader may ask you to retake the examination at another time. The referral attempt opportunity will typically occur after the end-of-level Progression and Awards Board (PAB). If you pass the module following a referral attempt, you will be awarded the module pass mark for level 7 modules, i.e., 50%. If you become eligible to complete a referral attempt but are subsequently unable to undertake the opportunity when required, you will be permitted to re-sit the module at the next scheduled sitting; this will generally entail the suspension of your progression on your programme of study until such time that you have completed the level and become eligible to proceed. The date and time of the examination for your referral attempt will usually be confirmed to you by Academic Registry via the University’s website and not by the module leader.

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 5 of 6

8 Assessment Criteria

The academic staff that will mark your Academic Paper will use the following Assessment Criteria Matrix to grade your work. The Assessment Criteria Matrix uses Northumbria University’s postgraduate descriptor as its pedagogic base. When you receive your summative assessment feedback, academic staff will give you feedback using the Triple Plus/Delta Retrospective, which includes ‘three positive things you did’ and ‘three things you could improve’.

Figure 8.1: Module Assessment Criteria Matrix

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 6 of 6

9 Guidance for Students on Policies for Assessment

The University has many policies for assessment. The following information, available to you from here, guides these policies, including relevant procedures and forms. (1) Assessment Regulations and Policies

(a) Assessment Regulations for Taught Awards (b) Group Work Assessments Policy (c) Moderation Policy (d) Retention of Assessed Work Policy (e) Word Limits Policy

(2) Assessment Feedback (a) Anonymous Marking Policy

(3) Late Submission of Work and Extension Requests (4) Personal Extenuating Circumstances (5) Technical Extenuating Circumstances (6) Student Complaints and Appeals (7) Academic Misconduct (8) Student Disability and Unforeseen Medical Circumstances