Unit 15: Report on Developing Successful Business Teams for Rio Tinto

This report examines the development of successful business teams, using the Rio Tinto project as a case study. It begins by outlining the characteristics of successful teams, drawing from various sources, and then delves into Belbin's team roles, explaining each role and its application within the project. The report further analyzes the stages of team development using Tuckman's model, along with the application of motivation theories, particularly Maslow's Hierarchy of Needs, to maintain team performance. The report covers team formation, characteristics of successful teams, Belbin's model, and motivation, providing a comprehensive analysis of team dynamics and strategic management principles within a real-world business context, making it a valuable resource for students studying leadership and management.

Running head: DEVELOPING SUCCESSFUL BUSINESS TEAM 1
Developing Successful Business Team
Name
Institution

DEVELOPING SUCCESSFUL BUSINESS TEAM 2
DEVELOPING SUCCESSFUL BUSINESS TEAM
Introduction
Rio Tinto is an Anglo-Australian multinational as well as one of the largest metals and
mining corporations internationally. Rio Tinto was founded in 1873, a period which a
multinational consortium of investors bought a mine complex located in Rio Tinto located in
Huelva, Spain. The mine complex was initially owned by the Spanish government. Since that
period, Rio Tinto has grown as a result of several mergers and acquisitions, thus placing itself
among the global leaders in the production of several commodities that comprise of aluminum,
copper, diamonds, iron core, and uranium. In addition, the corporation also operates in refining,
specifically bauxite and iron core refining.
Rio Tinto has announced a new project and has chosen FLSmidth as the organization that
will be responsible for supplying primary mineral-handling equipment for the corporation’s
Koodaideri mine that is located in Western Australia. The new project is a turn-key contract
which is aimed at designing, supplying, installing, along with commissioning the corporation’s
new Greenfield iron-ore mine in Koodaideri. FLSmidth will be useful for the provision of the
products as well as the know-how, which will be important during the development of
Koodaideri mine as the most technologically advanced for Rio Tinto Corporation. For the very
first time, the organization will employ smart technology to create an interconnection in all its
components within the mining value chain. The construction of this technologically advanced
mine is set to commence this year. FLSmidth will be tasked with designing equipment to the
current Australian Standards, along with incorporating 3-D design as well as a variety of
advanced engineering solutions that include BulkExpert. By late 2021, the first mine is expected
to be fully functional, having an iron core production capacity of 43Mt/y. Rio Tinto has not

DEVELOPING SUCCESSFUL BUSINESS TEAM 3
disclosed the total contract value necessary for the supply of equipment but it is above A€80
million (US$56million) which is to be booked during the June 2019 quarter.
Task 1
1.1 Characteristics of Successful Team
Bannister, Wickenheiser, and Keegan (2014), in the study of Key elements of highly
effective teams, notes that there are three main characteristics of a successful team. First, a
successful team should have a common purpose which can be articulated by every team member.
It is important that every team member is involved in purpose development and they should be
capable of articulating the team’s purpose and remain committed to it. Nonetheless, the team
should maintain openness which encompasses excellent communication, promoting leaderful
team, as well as respect. The authors also note that the team should have the right people who
have the necessary skills.
Holmes (2012), in the study of Ten Characteristics of a High-Performance Work Team,
notes that there are ten characteristics of a successful team. They include enhanced
communication among the team members, develops and maintains a positive relationship, has
got a defined mission, successfully manages conflicts, timely decision-making, and facilitates
productive meetings. Nonetheless, the team clarifies roles for each team member, operates in a
manner which is productive, demonstrates effective team leadership, and offers opportunities for
the team members to learn and develop.
Fapohunda (2013) in the study towards effective team building in the workplace, notes
that despite it being difficult to design, develop, or even support successful teams, there are
twelve characteristics of a successful team. First, the objectives should be achievable, specific,
relevant, measurable, and time-bound. The team members should also understand the reason

DEVELOPING SUCCESSFUL BUSINESS TEAM 4
behind their involvement, they should be willing to participate in the team, and they should
possess the right skills if the team is to become successful. Nonetheless, the team should
construct its own strategies, vision, mission, as well as a mission based on its responsibilities.
The team should also feel that the strategies, support, and resources that are required to achieve
the mission are available. The other characteristics include authority to make own decisions,
understanding team dynamics, effective communication, and feedback.
According to Google, a successful team has got these five key traits: they should feel
valued and their thoughts and inputs acknowledged, they understand their duties as well as what
is expected of them and what their teammates are doing, they communicate regularly, are
concerned with the meaning of what they are doing, and they take time to reflect on their
objectives ("cache://(www.cnbc.com/2018/07/16/the-5-traits-of-the-most-successful-teams-
according-to-google.htmlGoogle Search," 2018).
Hygger blog notes that successful teams have a clear direction, exercise open
communication, play by the rules, they collaborate and communicate more ("How to Define an
Effective Team? 11 Characteristics," 2018). Also, they have defined roles, encourage different
opinions, trust each other, and they are mutually accountable.
Other qualities of a successful team include focusing on the goals and the results,
communicating regularly, the fair contribution of workload, support each other, they are
organized, are diverse, and have good leadership ("Top 7 Qualities of a Successful Team,"
2015).

DEVELOPING SUCCESSFUL BUSINESS TEAM 5
1.1 Explanation of Belbin’s Roles
Role Meaning
1. Plant They are thinking-oriented individuals
who continuously develop new and
innovative ideas.
2. Monitor Evaluator They are thinking-oriented individuals
that are good at evaluating the ideas
generated by other people.
3. Specialist They are thinking-oriented individuals
that possess the knowledge in doing
specialist job.
4. Shaper They are action-oriented individuals who
challenge the team members to improve.
5. Implementer They are action-oriented individuals that
ensure that things are done correctly
when actualizing the ideas.
6. Completer Finisher They are action-oriented individuals that
make sure that ideas are successfully
completed.
7. Coordinator They are people-oriented individuals who
act as a team leaders, and are consulted
when an issues arises.
8. Team Worker They are people-oriented individuals that
make sure that teams are working well
and is concerned for team’s wellbeing.
9. Resource Investigator They are people-oriented individuals who
are committed team members that love
thinking outside the box.
1.2 Belbin’s Model and the Stages of the Project

DEVELOPING SUCCESSFUL BUSINESS TEAM 6
Belbin’s theory is applicable in Rio Tinto’s new project as discussed;
Plant: The individuals are involved in solving complex issues by applying creative,
imaginative, along with unorthodox approaches. In addition, they play a crucial role in uncertain
and complex projects (Batenburg, van Walbeek & in der Maur, 2013). In this instance, these
people were practically involved when developing a new and innovative idea of constructing Rio
Tinto’s new Greenfield iron-ore mine in Koodaideri.
Monitor and Evaluator: The individuals are judicious, intelligent, sober, prudent, and
discerning, and they possess low achievement orientation. The role of these team members in the
case of Rio Tinto was to make a blunt but objective judgment as well as evaluate the idea
pertaining to the new project after taking into consideration all the perspectives.
Specialist: The individuals are single-minded, dedicated, and committed to providing
special skills as well as knowledge (Smith, Polglase & Parry, 2012). Taking Rio Tinto’s case,
FLSmidth can be regarded as the specialist because they will be involved in providing products
and the know-how, and will be tasked with designing equipment to the current Australian
Standards, along with incorporating the 3-D design.
Coordinator: Usually, the project manager or the team leader is referred to as a
coordinator. Rio Tinto will use coordinators in clarifying team roles, delegate tasks to the teams,
and promotes decision-making.
Team Worker: These individuals will be used during the implementation stage of the new
project in enabling the difficult traits among team members to apply their skills in attaining
positive ends. In addition, Rio Tinto will benefit from this group because they foster cooperation
among the team members and they intervene in averting potential friction.

DEVELOPING SUCCESSFUL BUSINESS TEAM 7
Resource Investigator: Rio Tinto mostly involved these group of individuals to develop
contacts. As a result of their negotiation skills, enthusiasm, as well as social skills, the resource
investigators might have been actively involved in striking a deal between Rio Tinto and
FLSmidth
Shaper: Once the plans for the construction of the Greenfield iron-ore mine in Koodaideri
have been completed, the shaper, - highly-motivated, energetic, and task-focused leader- will be
involved in inspiring the team to accomplish tasks by applying their dynamism (Eubanks, et al.,
2016). The shaper is capable of handling pressure as well as overcoming obstacles and
challenges, and this would ensure Rio Tinto’s project is a success.
Implementer: The individual will be involved in making sure that Rio Tinto’s team
obligations are met, along with ensuring that the new project is implemented. Through their
tough-minded including their practical attitude, they will see the success of the construction of
the company’s new mine.
Completer or Finisher: Like the implementers, this group of individuals will make sure
that tasks are fulfilled, including paying attention to detail, with the intention of doing a thorough
job within the set time-frame (Betts & Healy, 2015). The individuals will make sure that the first
mine will be fully functional and has an iron core production capacity of 43Mt/y by 2021.

DEVELOPING SUCCESSFUL BUSINESS TEAM 8
Task 2
2.1 Team Formation
Bruce Tuckman’s Model of Team Stages is among the theories used in the formation of
teams. The model was developed in 1965 and has been used by several organizations under
different scenarios. Analyzing Tuckman’s theory, they are five main stages involved during team
formation (Seck & Helton, 2014). They comprise of forming, storming, norming, perfuming, and
adjourning. The first stage of forming takes place when a group of individuals initially meet each
other. According to Tuckman, group members aim at avoiding conflict due to the fear of
displaying a bad first impression. There is little work that is completed at this stage but rather the
stage is important for the members to get to know each other and getting to work together.
Storming is the other stage. At this stage, the team members’ brainstorming process takes
place, including disagreements and arguments regarding the same ideas. According to Tuckman,
the storming stage is concerned with testing the maturity of the group members including their
ability to compromising with each other’s opposing ideas. The two are the major requirements in
the case of a team setting.
The other stage which is the norming stage is perhaps the simplest of all the other stages.
The stage is the next stage after the storming stage, and the team is ready to go ahead and assign
roles and responsibilities with the aim to physically produce the work assigned to them.
The fourth stage is performing. The stage takes place after the team efficiently and
productively starts working as a one cohesive. At this stage, little hesitation or argument exists.
As the team members continuously become appropriately synchronized in their roles.

DEVELOPING SUCCESSFUL BUSINESS TEAM 9
Adjourning is the final stage of forming a team according to Tuckman’s Theory of Team
Stages. The stage basically elaborates on the process of letting go of a person’s role in a team,
including the attachments created.
2.2 Motivation
Rio Tinto must ensure that the teams remain motivated all the time. Maslow’s Hierarchy
of Needs Theory is among the theories of motivation. The basic perspective of motivation
comprises of needs, behavior, and satisfaction. In essence, the team members have certain wants
and this makes them do specific things (behavior) that are intended to satisfy their needs
(satisfaction), and this determines the needs that are primary (Sekhar, Patwardhan & Singh,
2013). Individuals tend to have different needs, and satisfying these needs motivates the team
members to work towards the attainment of the overall organizational goals (Jerome, 2013).
According to Maslow’s theory, there are five main needs categories and the most urgent of these
needs that should be satisfied to motivate the teams are at the bottom of the hierarchy.
Meeting psychological needs which are basic to human life such as clothing, food, shelter
among other necessities of life keeps the team members motivated. The needs have a great
influence on a person’s life and they need to be met first. Once satisfied, these needs no longer
motivate the team (Cao, et al., 2013). Thus, there is a need to satisfy the safety needs which
involve protecting the team members from physical dangers and economic security. Meeting
these needs prompts the teams to work more because it involves more money. Next, meeting
social needs is important because humans are concerned with social interactions, belongingness,
as well as companionship, and this is the primary reason people prefer working in groups
(Jacobsson, Rydbo & Börresen, 2014). Meeting esteem needs that indicate competence,
independence, among others results in self-confidence, capability, and strength of being

DEVELOPING SUCCESSFUL BUSINESS TEAM 10
important to the company, hence motivates the team. The final step of Maslow’s Hierarchy of
Needs Theory is self-actualization which refers to fulfillment. Maslow notes that human needs
follow a certain sequence of definition and that the second need cannot arise until the first is
satisfied (Kaur, 2013). Meeting these needs is effective in successfully motivating the team
members.
2.3 Open Communication
The Human Relations Theories are among the theories that emphasize on a two-way
communication or rather open communication. In their study of communication, Agarwal and
Garg (2012), Husain (2013), and Macnamara and Zerfass (2012) identify the benefits associated
with open communication in teams. Open communication facilitates engagement and
understanding among team members. Open and effective communication ensures that team
members are aware of why decisions are made, thus ensuring that they move towards the
attainment of a common goal. Regularly communicates with the team members regarding their
goals, ensures that there is increased accountability both to the team members and Rio Tinto, -
their employer.
Luthra and Dahiya (2015) and Keyton, et al (2013) note that there are various ways of
encouraging open communication in the workplace. Such measures include always keeping the
team members informed regarding what is taking place in the organization, using a real door
policy which allows the team members to express their ideas, offer suggestions, as well as
present their grievances. Nonetheless, the organization should motivate the team members to
express contrary viewpoints. Also, the teams should be encouraged to share any type of
information that they might have. Encouraging the team members to share information ensures
that they get all they require in doing a quality job.

DEVELOPING SUCCESSFUL BUSINESS TEAM 11
Open communication in the workplace can go wrong in several ways. For instance, rather
than listening to the views, complaints, or comments from the team members, the management
might rehearse the answers rather than listening. Such actions that might make open
communication to go wrong include mind reading, rehearsing, daydreaming, filtering, judging,
debating, derailing, placating, or even jumping to offer a solution to an issue ("403 Forbidden,"
n.d.). Other practices that the organization might be engaged in which would make open
communication go wrong includes avoiding difficult conversations, not responding, not keeping
an open mind when meeting the teams ("10 Common Communication Mistakes," n.d.). In
addition, team members’ actions can also make open communication. For instance, this is the
case whenever the teams assume that their message has been understood.
2.4 Conflict Resolution
There are several conflicts that might arise during the actualization stage of Rio Tinto’s
new project. An example is a conflict which would arise from the team environment. Most
projects, including Rio Tinto’s make use of the matrix structure in executing projects. The
structure creates a boss reporting situation, and in such instances, conflicts are expected to arise
automatically (Garaigordobil & Martínez-Valderrey, 2015). Nonetheless, the team members
come from diverse backgrounds, thus they may not know each well despite working towards
achieving the common goal within the set deadline. Conflicts are likely to arise if the team
members are not given enough time to get to know each other, including their commitments.
Huan and Yazdanifard (2012) identify five different conflict resolution styles. Among the
strategies that Rio Tinto can use in managing the conflicts that might arise from the team
environment is compromising. The compromising style requires that the conflicting parties
neglect the elements of their position with the aim being to develop an acceptable solution. Using

DEVELOPING SUCCESSFUL BUSINESS TEAM 12
the compromising strategy, the organization can adequately balance the needs of the conflicting
parties by allowing them to forego some of their points. Using this method of conflict resolution
would be effective in the case of Rio Tinto because all the involved parties obtain a sense of
victory because it is a win-win strategy.
Task 3
3.1 SMART and Quantifiable Action Plans and Team Monitoring Systems
Successfully monitoring the teams entails establishing a routine of regular and one-on-
one meetings. Monitoring the team members is important in holding them accountable. The team
members can be monitored against their behavioral objectives. There are specifically three
methods that can be used to monitor teams based on their behaviors, and which determine
organizational performance in achieving its overall goal (Moore, 2014). Observation is the first
technique that is used to monitor teams and it involves a detailed approach to watching the team
members as they carry out their daily tasks. The team’s behaviors that are described as
performance such as contributing to team meetings are observed. The second technique that can
be used to monitor the team is reporting back. In this instance, the team members report back to
the management regarding their performance (Lin, Baruch & Shih, 2012). The team members
provide evidence of their performance against the set objectives which the management has
agreed with them. Such set objectives would be ‘effective time management’ that entails taking
actions to combat interruptions. Considering that example, the team members would then report
back to the management regarding a situation where and when they took action to manage
interruptions (Kolbe, et al., 2014). The final method is by obtaining feedback which entails the
management obtaining feedback from other individuals regarding the team member’s

DEVELOPING SUCCESSFUL BUSINESS TEAM 13
performance. The feedback can be obtained from other department or even other team members
or even the suppliers.
Efforts targeting to improve quality are required to be measured to determine if the
improvement efforts are desirable in adding efforts that are necessary to bring a company’s
process back to the intended range. Additionally, they determine if such quality efforts contribute
to undesired results in the company’s systems. Monitoring system to ensure continuous quality
improvement embodies five basic principles that include; looking at the system along with its
processes (Rapp, et al., 2014). Instead of blaming the team members for issues that arise, CQI
aims at seeking solutions with the intention of obtaining the best outcome. CQI suggests that
most of the issues are associated with poor design, poor leadership, including unclear instruction.
Thus, monitoring the processes ensures that there is Continuous Quality Improvement. Second,
statistical analysis should be carried out to identify as well as identify weaknesses and strengths
in the system (Saeed, et al., 2013). CQI makes use of serial experimentation, - also referred to as
the scientific method- whereby the teams manipulate varying variables to identify what works
best. The third principle is employing cross-functional teams because managing quality does not
only entail the management, but also the entire team. To achieve Continuous Quality
Improvement, stakeholders should be empowered to identify challenges and opportunities for
improvement, including developing and presenting solutions. Nonetheless, the focus should be
both on internal and external customers.
3.2 Recommendations to Improve Team Performance
Improving team performance requires that organizations and the management adopts
needs to change towards having a more effective team performance. Recommendations to be
adopted by Rio Tinto in enhancing team performance include:

DEVELOPING SUCCESSFUL BUSINESS TEAM 14
1. Engaging in team building: Taking a break from daily work activities results in
productivity. Effectively managing requires that an organization takes the temperature of its team
members. For instance, team bonding games can be used to boost creativity, encourage
teamwork, or practice solving problems.
2. Celebrating accomplishments regardless of their size: Achieving big wins is
important. However, small wins are what leads to achieving big wins. As a result, celebrating the
team’s little accomplishments inspires them to continue with their hard work. Appreciating the
team’s dedication can be done through organizing small happy hour parties.
3. Establishing a system of measurement: Measuring the team’s performance is crucial
in learning means of improving and enhancing their output. It is thus important to establish an
Objective and Key Results (OKRs) system across the organization’s teams.
4. Providing incentives: After the OKRs is established, the management should tailor
incentives for the team members. For instance, in setting these incentives, if the team achieves
70% of the total OKRs, a trip can be organized on their behalf. Additionally, the incentives can
also be tailored for individual goals whereby the team members receive bonuses. Incentives are
very effective in boosting productivity as well as providing the motivation that is required by the
team to begin excelling.
5. Becoming agile: An effective team performance management system does not
necessarily involve meeting the deadlines, executing a project as planned, or hitting the targets.
Rather, it is about how effective an organization copes when it fails to hit the target, delayed
deadline, including bottlenecks when implementing a project. An agile methodology is capable
of allowing the team members to adapt quickly whenever there is a change in project plans.

DEVELOPING SUCCESSFUL BUSINESS TEAM 15
Nonetheless, it allows the teams to communicate regularly and they focus on quality rather than
quantity.
Conclusion
In this course, I have gained adequate knowledge regarding how teams are formed. I have
become familiar with several theories that are applied during the formation of teams such as
Tuckman and Belbin’s Theory. The main stages involved in Tuckman’s Theory include forming,
storming, norming, performing, and adjourning. However, Belbin developed nine roles that are
required by every team. The roles include Plant, Monitor Evaluator, Implementer, Coordinator,
Shaper, Specialist, Team Worker, Resource Completer-Finisher, and Investigator. Nonetheless, I
have learned the characteristics associated with successful teams such as communicating
regularly, are concerned with the meaning of what they are doing, and they take time to reflect
on their objectives. I have also gained knowledge about motivation and the theories of
motivation. An example of this theory is Maslow’s Hierarchy of Needs Theory which
acknowledges that individuals tend to have different needs, and satisfying these needs motivates
the team members to work towards the attainment of the overall organizational goals. Other
lessons I have learned from this course include how to resolve conflicts among teams, the
importance of open communication, as well as the methods that can be used to enhance team
performance.

DEVELOPING SUCCESSFUL BUSINESS TEAM 16
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