People and Organisation: Team Roles, Personality, and Action Plan

This report, titled 'People and Organisation,' delves into the dynamics of teams and groups within an organizational context. It begins with a literature review exploring the concepts of teams, different types of teams (virtual, work, project, etc.), and various team role theories, notably Belbin's Team Role Analysis. The report then moves on to personality diagnostic tools, including the Johari Window, Thomas-Kilmann Conflict Questionnaire, and the Big 5 Test, to assess the student's competency skills and identify personality traits. The Johari Window reveals traits known to self and others, while the conflict questionnaire assesses conflict-handling styles, and the Big 5 test provides insights into openness, conscientiousness, extraversion, agreeableness, and neuroticism. Based on the findings, particularly the tendency to trust easily and emotional responses, the report concludes with a detailed action plan designed to address these weaknesses and improve the student's ability to make sound judgments and maintain emotional balance in decision-making processes. The report emphasizes the importance of self-awareness and strategic thinking in team environments. The report is contributed by a student and published on Desklib, a platform that provides AI-based study tools for students.

Running head: PEOPLE AND ORGANISATION
Teams and Groups
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Part 1: Literature Review: Teams and Groups................................................................................2
1.0 Introduction................................................................................................................................2
1.1 Concept of Team........................................................................................................................2
1.2 Types of Teams..........................................................................................................................3
1.3 Theories of Team Role..............................................................................................................4
1.3.1 Belbin’s Team Role Analysis.................................................................................................4
1.4 Summary....................................................................................................................................5
Part 2: Personality Diagnostic Tools...............................................................................................6
2.1 Competency Skill Judgment through Johari Window...............................................................6
2.2 Competency Skill Judgment through Thomas Khilman’s Conflict Questionnaire...................6
2.3 Analysis of Big 5 Test...............................................................................................................7
Part 3: Action Plan...........................................................................................................................9
References......................................................................................................................................10
Appendix........................................................................................................................................13

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Part 1: Literature Review: Teams and Groups
1.0 Introduction
Exploring the literature review of a chosen subject is the integral part of a particular
research project. In this study, the study would discuss the effectiveness of teams and groups
within an organisation. It is notable that the working in teams or groups is essential to generate
new ideas and improve the organisational cohesiveness. The obtained ideas from the theoretical
background developed in this literature section would present the insightful knowledge about the
subject matter. Based on the identified conceptual ideas, the further section of the study would
present the evaluation of the personality judgment. The identification of the weakness would be
address in the personal development plan.
1.1 Concept of Team
According to Britton (2015), teamwork depicts the idea of working together towards a
common vision or organisational goals. The team development directs the individuals to
accomplish the business objectives. The effective team building allows the common people to
attain the fruitful and uncommon results. On the other hand, De Jong, Dirks and Gillespie (2016)
defined that the effective teamwork is formulated when the team members work collaboratively
to execute a set of activities. They can easily interact with others face-to-face and much
frequently (Meslec & Curşeu, 2015). The contribution of the individual member from different
cultural background brings the innovative business ideas. The cohesiveness maintained in the
team activities is quite appreciating to accomplish the determined goals (Hoch & Kozlowski,
2014). The self-managed teams are always adaptive towards changes, willing to take more

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responsibilities, and focused on exploring the innovative procedures. The individuals associated
within a group understand the assignments and have the clear values and goals. They have the
open communication skills and they operate within the basic climate of trust.
1.2 Types of Teams
The recent research on the team development process identifies the various classifications
of the teams into some of the categories. Daspit et al., (2013) opined that teams are categorized
depending on the functional differences. Some of these specific categories are:
 Virtual teams
 Work teams group
 Task forces
 Project Teams
 Committees and Cross-functional teams
 High performance teams
In previous times, the teamwork was operated in a face-to-face environment, regular
meetings, and postponing interventions (Ruch et al., 2016). However, it is notable that due to the
emergence of the globalization and global competition level, the companies have improved the
business techniques and operational methods. It has created an environment where the teams are
scattered logistically and they have been operating in the same time zones. The virtual teams thus
can communicate with each other through virtual network (Colbert, Barrick & Bradley, 2014).
The development of the information technologies has also transformed the organisational
functionalities. The high performance team is associated with the individuals who have been

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performing well and contributing to the profitable parameter of the organisation. Hence, the
categorization of the team is necessary for the organisational development process.
1.3 Theories of Team Role
The extensive research based on the team development process is providing the
knowledge about the theoretical concept. This section of the study would discuss the theory-
based analysis of the organisational teams performing the different roles. The theoretical analysis
is presented below:
1.3.1 Belbin’s Team Role Analysis
In developing the conceptual knowledge about the team role within an organisation,
Belbin’s team role theory is much helpful. He has conducted the extensive research on the team
performance process (Mathieu et al., 2014). Finally, he has identified that nine specific roles are
necessary to build up to form a complete group. The absence of any of these roles would not
formulate the group activity. In analyzing the team role model, it is necessary to establish the
tendency to contribute, behave, and interrelate with others in a significant way (Beer & Vazire,
2017). The theory enables the development of the self-knowledge by communicating and
coordinating with each other. The synopsis of Belbin’s role is divided into three clusters, such as
action oriented, people oriented and cerebral roles. The implementer, shaper, and completer-
finisher belong to the group of action-oriented team. On the other hand, the team worker,
coordinator, and resource investigators belong to the people-oriented group. Finally, the plant,
specialist, and monitor evaluator are included to the cerebral roles.

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‘Plant’ is the group of people who are much imaginative, creative, and unorthodox. They
usually take the active participation on resolving the difficult problems. They even communicate
with others with much efficiency. On the other hand, the mature, confident, and good
chairperson is the group of people who always take part in the active decision making process.
The implementers are the reliable, disciplined and much efficient to clarify goals and objectives.
The monitor evaluators are the ones who undertake the strategic decision accurately. The
complete-finishers are often reluctant to delegate and they search for the omissions and errors
(McAbee & Connelly, 2016). Therefore, it is notable that the contribution of the people with
different skills is beneficial enough in developing the team cohesiveness. It is notable that due to
the emergence of the globalization and global competition level, the companies have improved
the business techniques and operational methods. It has created an environment where the teams
are scattered logistically and they have been operating in the same time zones. Accordingly, the
mismanagement of the team can lead towards failure to achieve the organisational goals.
1.4 Summary
The literature study provides the theoretical ideas about the team and group development.
It is noticeable that the employee efficiency helps in accomplishing the organisational goals and
objectives. The development of the theoretical ideas in this literature section determines that the
team development or group cohesiveness is essential for managing the complex organisational
functionalities. Based on these ideas, the further section of the study would discuss the
development of personality tests. The obtained ideas from these tests would be helpful enough in
structuring the personal development plan further in this study.

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Part 2: Personality Diagnostic Tools
2.1 Competency Skill Judgment through Johari Window
(Results refer to appendix)
The results derived from the Johari Window test provide the clear diagnostic report
regarding my personality traits. I have observed that I have few traits that are known to others
and me as well. For example, I am quite adaptive, trustworthy, and sensible. I am much cheerful,
happy, and confident that are known to self but not to others. The other people know my
characteristic as a very helpful, intelligent, and caring, which is a blind sport to me. Apart from
these characteristic, some of the unknown traits are also visible in me. For instance, I can
establish a good bonding with my associates for which they can feel comfortable and share their
concerns with me. These traits are quite necessary in gathering the adequate ideas about the
conflicting scenario and resolving the issues immediately. The extroverted behaviour has helped
me in establishing the clear communication with the associated staffs. On the other hand, I pay
attention towards others’ emotional state of mind. Hence, I can recognize their standpoint before
I presume any scenario or undertake any decision. However, it is important for me to concentrate
on the professionalism a. my weak-point is I easily trust people that may create the negative
results. I need to concentrate on others’ intentions and judge the scenario well before undertake
any particular decision.
2.2 Competency Skill Judgment through Thomas Khilman’s Conflict Questionnaire
(Results refer to appendix)

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The analysis of the competency skills through Thomas Khilman’s Conflict Questionnaire
describes that I have five most distinct traits. First is competing, which ensures my confidence
and determination towards fulfilling any activity. I take the active participation in the challenging
situations. Second is avoiding, which determines that I may ignore some of the situations that are
not worth discussing during any conflict resolution process. I believe that avoiding these
situations would develop the better consequences. Third is accommodating, which specifies that
I am quite giving and sacrificing. If any of the consequences would demand giving up on my
priority agenda, I would prefer to do so. I am adjustable according to the situation. Fourth is
collaborating that ensures my ability to communicate with others and work together. I can
collaborate with other associate to make any relevant decision. Fifth is compromising, which
determines that I can compromise if the situation seek for any determined decision. In this case, I
have recognized my weakness in being less analytical. I need to understand the situation and the
after consequences before I make any compromise. It is necessary for me to make the wise
decision before sacrificing at the crucial scenario.
2.3 Analysis of Big 5 Test
(Results refer to appendix)
The Big 5 Test is another diagnostic tool for identifying the competency skills. After the
test, I have gathered knowledge about some of the specific traits of mine. The openness
determines the tendency of a person to think beyond the situation to deal with the complex
scenario. I have scored 73% in openness that is strongly inclined towards the cultural values and
interests of others. This midrange score ensures that I am neither conservative nor very
imaginative. I score 78% in conscientious that determine the possibility of being successive in

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the career. I have the high level of self-control that helps me in resisting impulses. I scored 68%
in extraverted that ensure that I am highly motivated to thrills or experience. The score in
agreeableness is 78%, which is quite high and develops the idea about tendency of forgiving and
maintaining the good relationships. I scored 38% in neuroticism that is much moderate. It
depicts that I response quite intensely towards the negative emotions. I act like the other average
people who are responsive towards their emotions, be it sad or happy. In these cases, I have
observed that I am a person who is easily driven by the emotional consequences. I need to
strengthen the emotional state of mind while undertaking any fruitful business decision.
Moreover, I need to be much considerable towards my priorities.
The above results recognize the two major areas that I need to improve. First, I trust
people much easily that may develop the negative situation. In literature review, it is discussed
that building trust among the team members is essential. However, it is even necessary to judge
the scenario accordingly. Second is taking control of my emotional state of mind while making
decision. As per the literature review study, the self-control is essential for making any important
decision. The next section of the study would develop the personal development plan for
improving these areas of concerns in my personality.

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Part 3: Action Plan
The above result determines that my weak-point is I easily trust people that may create
the negative results. Moreover, I lack conscience and driven away by emotional state of mind.
Hence, I need to work on these areas to make improvements. The action plan is structured below:
 I shall remain in command of self-choice to deal with any conflicting scenario. It is
necessary to me to pay attention towards the conscience communication.
 It is essential for me to remain aware and careful towards the major triggers. The valid
emotions are needed to be accepted
 It is important for me to acknowledge my anger and maintain the emotional balance.
 It is essential for me to follow through the action for expressing the feelings. Judgment
should be based on the proper scenario analysis.
Following these consequences and actions would develop a clear understanding between
right and wrong. Hence, it is necessary for me to develop my personality accordingly. The
maintenance of these personality tests would be helpful for me to build an efficient teamwork.
The cohesiveness maintained in the team activities is quite appreciating to accomplish the
determined goals. The self-managed teams are always adaptive towards changes, willing to take
more responsibilities, and focused on exploring the innovative procedures. Therefore, I shall be
able to maintain the proper coordination and yet much aware of the consequences before
undertaking any relevant decision.

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References
Batenburg, R., van Walbeek, W., & in der Maur, W. (2013). Belbin role diversity and team
performance: is there a relationship?. Journal of Management Development, 32(8), 901-
913.
Beer, A., & Vazire, S. (2017). Evaluating the predictive validity of personality trait judgments
using a naturalistic behavioral criterion: A preliminary test of the self-other knowledge
asymmetry model. Journal of Research in Personality, 70, 107-121.
Britton, J. J. (2015). Expanding the coaching conversation: Group and team coaching. Industrial
and Commercial Training, 47(3), 116-120.
Colbert, A. E., Barrick, M. R., & Bradley, B. H. (2014). Personality and leadership composition
in top management teams: Implications for organizational effectiveness. Personnel
Psychology, 67(2), 351-387.
Daspit, J., Justice Tillman, C., Boyd, N. G., & Mckee, V. (2013). Cross-functional team
effectiveness: An examination of internal team environment, shared leadership, and
cohesion influences. Team Performance Management: An International Journal, 19(1/2),
34-56.
De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-
analysis of main effects, moderators, and covariates. Journal of Applied
Psychology, 101(8), 1134.

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Hoch, J. E., & Kozlowski, S. W. (2014). Leading virtual teams: Hierarchical leadership,
structural supports, and shared team leadership. Journal of applied psychology, 99(3),
390.
Lehmann-Willenbrock, N., Beck, S. J., & Kauffeld, S. (2016). Emergent team roles in
organizational meetings: identifying communication patterns via cluster
analysis. Communication Studies, 67(1), 37-57.
Manning, T., Manning, T., Robertson, B., & Robertson, B. (2016). A three factor model of
followership, part 2: research on the three factor model and its application to team
roles. Industrial and Commercial Training, 48(7), 354-361.
Mathieu, J. E., Tannenbaum, S. I., Donsbach, J. S., & Alliger, G. M. (2014). A review and
integration of team composition models: Moving toward a dynamic and temporal
framework. Journal of Management, 40(1), 130-160.
Mathieu, J. E., Tannenbaum, S. I., Kukenberger, M. R., Donsbach, J. S., & Alliger, G. M.
(2015). Team role experience and orientation: A measure and tests of construct
validity. Group & Organization Management, 40(1), 6-34.
McAbee, S. T., & Connelly, B. S. (2016). A multi-rater framework for studying personality: The
trait-reputation-identity model.
Meslec, N., & Curşeu, P. L. (2015). Are balanced groups better? Belbin roles in collaborative
learning groups. Learning and Individual Differences, 39, 81-88.

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Oke, A. E., Olatunji, S. O., Awodele, A. O., Akinola, J. A., & Kuma-Agbenyo, M. (2016).
Importance of team roles composition to success of construction projects. International
Journal of Construction Project Management, 8(2), 141.
Omar, M., Hasan, B., Ahmad, M., Yasin, A., Baharom, F., Mohd, H., & Darus, N. M. (2016).
Applying Fuzzy Technique in Software Team Formation Based on Belbin Team
Role. Journal of Telecommunication, Electronic and Computer Engineering
(JTEC), 8(8), 109-113.
Ruch, W., Gander, F., Platt, T., & Hofmann, J. (2016). Team roles: Their relationships to
character strengths and job satisfaction. The Journal of Positive Psychology, 1-10.

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Appendix

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Personal Conflict Management Styles
When two people are attempting to resolve a conflict, their individual behaviors can be described in terms
of the levels of assertiveness and cooperativeness they express. Assertiveness measures the degree to
which they attempt to satisfy their own concerns. It describes how they value the task and how they work
to make their point clear. Cooperativeness describes the level to which they attempt to satisfy the other’s
concerns. It measures how they value their relationships with each other. Plotting each person’s relative
levels of assertiveness and cooperativeness on a coordinate system identifies five regions1 with the
personal characteristics shown in Figure 1.
Figure 1. Conflict management styles
These conflict management styles are described as.
Competing - “I value the point being made more than our relationship.” “It's them or me.” “I've got to win
this one!” “I'm sure they will see it my way if they just think about it.” “I know I'm right.” This is the “I win,
you lose” position. A person whose actions are expressed this way is sometimes symbolized as a shark.
Avoiding - “I will be quiet and listen.” “It's not that big a deal.” “I'd rather just forget it.” “It's not worth the
trouble.” “What difference could I make anyway?” “I lose, you lose.” A turtle.
Accommodating - “I value our relationship more than this point.” “Let's just get this over with so we can
get on to other things.” “This tension is very uncomfortable. I'll just do what they want.” “Fine I give in,
have it your way.” “I lose, you win.” A teddy bear.
Collaborating - “I'm sure if we work together we can come up with a better answer than either of us
individually.” “I'm not giving in yet, but I am willing to hear your opinion, and give you mine.” “I win, you
win.” An owl.
Compromising - “This isn't important enough to fight over.” “I don't want to be unreasonable.” “If I give her
this, maybe she'll give me that.” “We could both live with that.” A fox.

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People tend to use one of the first four conflict styles. The fifth style, compromising, describes a state that
can be used temporarily to get someone to move from one of the other styles. For example, if the person
is acting like a shark you can help him/her to become less assertive and more cooperative. If he/she is
acting like a teddy bear you can help him/her to become more assertive and a little less cooperative.
Some people make careers around their abilities to help people move from a preferred corner of Figure 1
to some other position in the figure.
This simple model represents choices people or teams make when they resolve conflicts. Depending on
the situation, each can prove to be valuable. They need not be fixed reflections of personalities,
education, or position in the organization. Every step of the way the people involved have choices about
how they act.

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Big 5 Test
You Are Moderately Open to Experience
Your score for openness was 73%. This is in the moderate range.
Openness describes a person’s tendency to think in abstract, complex ways.
High scorers tend to be creative, adventurous, and intellectual. They enjoy
playing with ideas and discovering novel experiences. Low scorers tend to be
practical, conventional, and focused on the concrete. They tend to avoid the
unknown and follow traditional ways.
Openness is strongly related to a person’s interest in art and culture. People who
are high in openness tend to enjoy the arts and seek out unusual, complex forms
of self-expression. People who are low in openness are often suspicious of the
arts and prefer to focus on more practical pursuits.
Because your score is in the midrange, it is likely that you do not stand out as
either a particularly imaginative, nor a particularly conservative person. You
probably do not consider yourself to be particularly creative or unconventional.
You probably also do not appear especially conservative or narrow in your
interests.
You Are Highly Conscientious
Your score for Conscientiousness was high, at 78%.

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Conscientiousness describes a person’s ability to exercise self-discipline and
control in order to pursue their goals. High scorers are organized and
determined, and are able to forego immediate gratification for the sake of long-
term achievement.
People who are high in Conscientiousness are usually:
 Orderly
 Dependable
 Hardworking
 Cautious
People high in Conscientiousness are more likely to be successful in their
careers and less likely to develop addictions of all kinds. They have high levels of
self-control and are good at resisting impulses. They usually have neat,
organized homes and orderly, well-planned lives.
You Are Highly Extraverted
Your score for extraversion was high, at 68%.
Extraversion describes a person’s inclination to seek stimulation from the outside
world. People who are high in extraversion are highly motivated to experience
the thrills and achievements that life has to offer. They engage actively with their
surroundings to pursue satisfying rewards, especially social rewards like
friendship, admiration, power, status, excitement, and romance.
People who are high in extraversion tend to be:
 Friendly
 Gregarious

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 Adventurous
 Enthusiastic
 Ambitious
People who are high in extraversion are more likely to have many friends and an
active social life. They also tend to have more romantic relationships. Extraverts
express more positive emotions than non-extroverts and typically have more
energy.
Extraverts are also more likely to be ambitious and interested in increasing their
social standing. They tend to work hard to achieve power and prestige and get a
special thrill from going after rewards such as money, status, or attention from
others.
You Are High in Agreeableness
Your score for Agreeableness was high, at 78%.
Agreeableness describes a person’s tendency to put others’ needs ahead of their
own, and to cooperate rather than compete with others. People who are high in
Agreeableness experience a great deal of empathy and tend to get pleasure out
of serving and taking care of others.
People who are high in Agreeableness tend to be:
 Kind
 Sensitive
 Cooperative
 Compassionate
Agreeableness is a good predictor of the quality of relationships: people high in
the trait are more likely to keep friends and less likely to fall out with people.

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They are more likely to think of other people kindly and to be forgiving of faults or
slights.
You are Moderate in Neuroticism
Your score for Neuroticism was moderate, at 38%.
Neuroticism describes a person’s tendency to experience negative emotions,
including fear, sadness, anxiety, guilt, and shame. While everyone experiences
these emotions from time to time, some people are more prone to them than
others.
This trait can be thought of as an alarm system. People experience negative
emotions as a sign that something is wrong in the world. You may be in danger,
so you feel fear. Or you may have done something morally wrong, so you feel
guilty. However, not everyone has the same reaction to a given situation. High
Neuroticism scorers are more likely to react to a situation with fear, anger,
sadness, and the like. Low Neuroticism scorers are more likely to brush off their
misfortune and move on.
Your score indicates that you are fairly typical in your tendency to experience
negative emotions. You probably feel sadness, worry, anger, and guilt about as
much as the average person. You are neither overly reactive, nor especially
resistant to the stresses of life.

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