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was very useful to push the group keep moving on, and we made a lot of decisions without any disagreement. It was efficient in decision making and division of work, but it made the group miss up some important details and caused failure.

Colleague B and C played the ‘teamworker’ very well, they were co-operative and willing to contribute their abilities to the group, for example, Person B was major in mathematics and knows about finance and accounting, so she volunteered to help doing every calculated thing (e.g. cost, budget, etc.). But as a ‘completer finisher’, colleague B did not find out some errors in the sheets or tables and it caused the workers being idle and delayed the process. Meanwhile, it was regretted that because the lack of experience of project management, colleague C, the ‘specialist’, could not provide some useful knowledge and skills.

Colleague D, as a ‘resource investigator’, she sometimes departed from the group and tried to gather some information from tutors or others instead of staying in the group always; and also, she was the first one that understood how to fill in the period booking sheet. She was a ‘teamworker’ as well, but she substituted for colleague E to be the ‘coordinator’. On the other hand, though as a ‘coordinator’, colleague E supposed to integrate the ideas and make the goal clear to members, he had not done this kind of contribution and even looked absent when the discussion was processing.

There was one missing role or gaps in our team; we did not have any ‘plant’, which is very important to contribute the creative ideas and solve difficult problems. So when we faced some problems or made risk management, we were hardly to jump out of the stereotyping thinking. In addition, there were too many ‘teamworkers’ in our team, which was the main over-represented role. It means people tented to wait for the instruction and sometimes it caused the inefficiency.

The term ‘team role’ refers to a tendency to behave, contribute and interrelate with others at work in certain distinctive ways. However, the Belbin’s model only represents an ideal way of job division. And most of time, it is hard to played in a totally proper way, so it is very important that group members should cover each other’s job. For example, colleague C did not play the ‘specialist’ role very well because she has no related background; and just on, colleague A has taken some classes about project management, so he covered the position. Just like his words: ‘the roles that people take in a team are seldom evident at all from their features or general appearance’.

The Lifecycle 生命周期

How can a group of strangers develop the team membership and make effort to achieve the goal, the lifecycle of a group or team is a worthy theory to know. Tuckman (1965) brought a famous theory of lifecycle, he divided the process into four stages: forming, storming, norming, performing, and in 1977, he added the fifth stage: adjourning. ‘Forming’ means to shape the group, including building a common view of communicating methods and group rules. Expect for testing the line of dealing with other members, this is an important stage to develop the relationship between members and the leader. ‘Storming’ is the stage that the conflict occurs; it is b本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。