Belbin Team Roles are usually used in organizations to enhance individuals' or workers' participation and performance by concentrating on their individual strengths and abilities of handling specific roles. They are then brought together to form a strong and high-performing team that is then assigned to carry out particular tasks (Prichard et al., 1999). The medical field, on the other hand, is a highly sensitive environment that is normally faced with a myriad of challenges. It is a robust field which requires a great concerted effort of every individual that constitute the environment in order for quality and safe delivery of healthcare services to be effectively delivered. The application of Belbin Team Roles in such fields, therefore, becomes a necessity as efforts are made to improve service delivery to the required standards. The roles consist of different behaviors that are exhibited by different team members. The different behaviors displayed by the different individuals in the workplace include resource investigating, team working, coordinating, planning, monitoring and evaluating, specializing, shaping, implementing, and complete finishing (Blenkinsop et al.,2007).
Resource investigation is carried out by individuals who are inquisitive in nature. In the healthcare field, these individuals are the ones that are often tasked with the responsibility of coming up with new ideas to be brought to the team (Swailes et al., 2002). The ideas developed can range from handling healthcare crises in medical institutions to designing ways of efficiently and effectively delivering healthcare services. Resource investigation, therefore, ensures that service quality and healthcare safety measures adhere to the latter. Team working, on the other hand, enables a team to gel by using versatility to identify and complete any work that was due on behalf of the other team members. Team working ensures that there is timely delivery of medical services (Batenburg et al., 2013). Possible fatalities are hence greatly reduced thereby ensuring patients of their safety in terms of how they are handled.
Team coordination involves focusing primarily on the different objectives that are supposed to be realized by the team. Coordination incorporates drawing out of members of a specific team and appropriate delegation of work to the members (Davies et al., 2006). Adherence to set objectives can help a healthcare organization realize its aim of ensuring that its customers are given the treatment that they deserve. Work delegation often results in specialization which ensures that only those workers who have got the necessary experience and skills get to handle a specific job (Fisher et al., 2002). The result is a healthcare system that is that delivers confidence and assurance to the patients.
In a medical setup, planting brings together highly creative workers who are good at using unconventional ways to solve the diverse problems experienced in the healthcare field. These are the people who come up with ideas of how to handle an eleventh-hour emergency situation by providing an alternative and not so common way of solving a challenge (Blenkinsop et al., 2007). The presence of planters ensures the quality and safety of organizations by creating patient confidence and loyalty. Planting, backed with those workers who are good in monitoring and evaluation, provides a good healthcare foundation. This is mainly because part of the team involved in monitoring and evaluation ensures that judgments are made impartially using logical eyes and the teams options are weighed dispassionately (Fisher et al., 2002).
A specialist in a healthcare team brings onboard a rich pool of skills and knowledge of key areas. The influence of specialist team members serves to boost the confidence of the other members in handling specific problems. The specialists in the team work hand in hand with the shapers to help the team keep the momentum and not lose focus on their functionality and service delivery. The boost in the team members self-belief is a key factor in ensuring how good and safe functions and roles are assigned and delivered (Prichard et al., 1999).
Safety and quality in healthcare organizations can only be achieved if proper implementation and accuracy measures are employed by teams tasked with service delivery. Implementers in the Belbin Team Roles are tasked with planning and developing strategies that are workable and then ensuring proper, appropriate, and efficient implementation of the developed strategies (Swailes et al., 2002). The implementers get assistance from the complete finishers who scrutinize and polish work done by other healthcare team members for errors hence ensuring that highest quality control standards are met (Batenburg et al., 2013).
It is, therefore, quite evident that application of the Belbin Team Roles is an overly important facet in as far as efficient and quality team performance and service delivery are involved. Assigning different tasks to different team members reduces the amount of work pressure on team members and enables individuals responsibilities to be carried out in the manner expected from them. The workers are able to focus on what they are best at and deliver timely and dependable results based primarily on the Belbin Team Roles. The application and benefits of making use of the different member roles, therefore, make the healthcare organization a non-exception when it comes to their usefulness.
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.
Blenkinsop, N., & Maddison, A. (2007). Team roles and team performance in defence acquisition. Journal of Management Development, 26(7), 667-682.
Davies, M. F., & Kanaki, E. (2006). Interpersonal characteristics associated with different team roles in work groups. Journal of Managerial Psychology, 21(7), 638-650.
Fisher, S. G., Hunter, T. A., & Macrosson, W. D. K. (2002). Belbin's team role theory: for non-managers also?. Journal of Managerial Psychology, 17(1), 14-20.
Prichard, J. S., & Stanton, N. A. (1999). Testing Belbin's team role theory of effective groups. Journal of Management Development, 18(8), 652-665.
Swailes, S., & McIntyre-Bhatty, T. (2002). The Belbin team role inventory: reinterpreting reliability estimates. Journal of Managerial Psychology, 17(6), 529-536.
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