Acca paper F1 fia diploma in Accounting and Business Accountant in Business (AB/fab) exam kit

S EC T I O N 3
K APLA N PUBLISH ING
155 
262 C 
The plant role is played by a creative individual; the monitor-evaluator is good at making 
accurate judgements, whereas the team worker looks after the atmosphere within the 
team. 
263 B 
This is a conflict stage when people start to withdraw their cooperation and therefore jobs 
are not completed to the expected standard. 
264 C 
Dorming refers to the danger that the team will be operating on automatic pilot. Tuckman’s 
first four stages are Forming; Storming; Norming and Performing. 
265 B 
Norming establishes the norms under which the group will operate. This includes how the 
group will take decisions, behaviour patterns, levels of trust and openness and individual 
roles. 
266 D 
The fact that the group has diverse backgrounds may well prove to be an advantage as they 
will be able to generate a wider range of ideas and bring a variety of skills to the team, 
improving overall effectiveness. 
267 B 
The indicators in the prompt that confirm Grant as a completer-finisher include the phrases 
‘keen eye for detail’, identifies minor details in documents that others miss’, ‘always meets 
his deadlines’ and ‘reluctant to involve others’. These are consistent with Belbin’s 
descriptions of the contributions that the completer-finisher can make, as well as possible 
weaknesses.
Like the completer-finisher, the implementer (or company worker) is disciplined and 
reliable but is typified by being prepared to take concepts and ideas and then put them into 
practical effect. The monitor-evaluator considers all alternatives and often displays good 
judgement, but may lack personal drive. The shaper is good under pressure and challenges 
the team to achieve its goals. 
268 A 
Options (iii) and (iv) are incorrect – Peters and Waterman argued that teams should have a 
limited duration, existing only to achieve a given task and that communication should be 
unstructured and informal. In addition, they argued that successful teams need to be 
action-oriented. 
 
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