Management Teams: Why They Succeed

by R. Meredith Belbin

Why they succeed or fail.

Genres: Business, Management, Leadership, Nonfiction, Psychology, Personal Development

179 pages, Hardcover

First published January 1, 1982

About the author

Raymond Meredith Belbin was a British researcher and management consultant best known for his work on management teams. He was a visiting professor and Honorary Fellow of Henley Management College in Oxfordshire, England.

Reviews

[Vasyl Shymanskyi · Rating 3 out of 5]

Книжка сподобалась, от тільки передмова до російського видання заставила замислитись про те, як все помінялось з часу її написання:

"..."Культ личности" потерял свою привлекательность. Люди, узнавая благополучие и миролюбивость жизни, ищут сегодня новые, более совершенные пути и возможности для развития отношений и решения межчеловеческих проблем..."

Не вгадав автор з Росією, не вгадав.

[Juan · Rating 4 out of 5]

Le pongo 4 estrellas porque, a pesar del gran valor que creo que aporta el libro, su lectura resulta un tanto cansina. El libro me resultó excesivamente descriptivo. Describe continuamente los experimentos en los que se basan los resultados y las hipótesis que realiza, y aunque esto le da cierta autoridad, para mi gusto aburre.
Por lo demás una visión imprescindible sobre el trabajo en equipo, un GRAN libro a pesar de todo.

[Charles Eliot · Rating 3 out of 5]

Epic and historic work on the structure of management teams. The academic style of the writing makes for a slow read, but the book is agreeably short.

Meredith Belbin spent decades investigating how management teams make decisions. He discovered a small set of discrete Team Roles, and to function effectively a management team needs to have the optimum distribution of Team Roles among the managers. For example, the Plant generates ideas, while the Implementer is motivated by keeping projects organized and moving forward. These two roles mesh beautifully, but two Plants on the same team will clash, and Implementers without Plants (or the similar Resource Investigator role) will execute well, but will quickly run out of things to work on because there's no creative source of new ideas on the team.

[Alexander Belugin · Rating 5 out of 5]

Оказалось, что роли Белбина - классика, о которой рассказывают на конференциях и тренингах. Тут определены роли, которые нужно исполнять в командах, и кто бы мог это делать. Книга интересна рассказом, как именно к тем или иным выводам пришли. Главы имеют резюме, а вот общая глава "что в итоге с этим делать", на мой взгляд, смазана.

[Sarah · Rating 3 out of 5]

Good basic work on teams and members of a team. I'm quite a newbie on this topic, so can not really write a review that matters. One thing I found especially comforting about this book was that it was comprehensible, even for me.

[Sergej van Middendorp · Rating 3 out of 5]

A good theory to understand similarities and differences in leadership teams and yourself as related to the team. In part researched at Henley Business School where I got my MBA, and where we used it as part of the Human Resources modules.

[Mike Eccles]

I need to read this quickly as a client has asked for help using the Belbin roles model - I've read the other books, but this one is potentially pertinent to the specific team needs this time.

[Gary Robert Gress · Rating 4 out of 5]

A much-hidden gem on the kinds of people comprising successful teams, management and otherwise.

[Elizabeth]

As seen in FYI: For Your Improvement.