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Power
in the wider organisation. Team members may have influence. 
(c) 
Access to resources
. Team members may contribute information, or be able to mobilise finance 
or staff for the task. 
(d) The 
personalities and goals
of the individual members of the team. These will determine how the 
group functions. 
The blend of the individual skills and abilities of its members will (ideally) 
balance 
the team. 
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
364
 
4.2 Belbin: team roles
Ideally, team members should perform a 
balanced mix of
roles
. 
Belbin
suggests: co-ordinator, shaper, 
plant, monitor-evaluator, resource-investigator, implementer, teamworker, completer-finisher and 
specialist. 
Belbin (1981) researched business game teams at the Henley Management College and drew up a 
widely used framework for understanding roles within work groups.
Belbin insisted that a distinction needs to be made between: 
(a) 
Team (process) role
('a tendency to behave, contribute and interrelate with others at work in 
certain distinctive ways'), and 
(b) 
Functional role 
('the job demands that a person has been engaged to meet by supplying the 
requisite technical skills and operational knowledge') 
4.2.1 Nine team roles 
Belbin identifies nine team roles. 
Role and description 
Team-role contribution 
Allowable weaknesses 
Plant 
Creative, imaginative, unorthodox 
Solves difficult problems 
Ignores details, too preoccupied to 
communicate effectively 
Resource investigator 
Extrovert, enthusiastic, 
communicative 
Explores opportunities, 
develops contacts 
Over-optimistic, loses interest 
once initial enthusiasm has 
passed