1. Team Roles. Logvinovich Kristina BTK91

2. Meredith Belbin. Meredith Belbin is a British researcher and management theorist, best known for his work on management teams. He is a visiting professor and Honorary Fellow of Henley Management College in Oxfordshire, England.

3. Team development. Stages: 1.Formation 2.Chaos 3.Stabilization 4.Blossoming 1 2 3 4

4. Formation. At the given stage the leader should: ♦ to Help participants of group to carry out the task and to acquire knowledge. ♦ to Help participants of group to carry out the task and to acquire knowledge. ♦ to Create quiet and open working atmosphere. ♦ to Create quiet and open working atmosphere. ♦ to Help participants of a command more to learn about each other. ♦ to Help participants of a command more to learn about each other. ♦ to Explain to participants of a command of their purpose and a duty. ♦ to Explain to participants of a command of their purpose and a duty. ♦ to Encourage active participation in work of all members of team. ♦ to Encourage active participation in work of all members of team. ♦ to form team structure through an explanation of roles and problems. ♦ to form team structure through an explanation of roles and problems. ♦ to Establish culture of dialogue. ♦ to Establish culture of dialogue. ♦ to Encourage open interaction between members of team. ♦ to Encourage open interaction between members of team.

5. Chaos. At the given stage the leader should: ♦ to Help participants of a command to establish norms of dialogue and effectively to cooperate with each other. ♦ to Help participants of a command to establish norms of dialogue and effectively to cooperate with each other. ♦ to Discuss, how the command will make decisions. ♦ to Discuss, how the command will make decisions. ♦ to Encourage members of team to that they shared the ideas on discussed questions. ♦ to Encourage members of team to that they shared the ideas on discussed questions. ♦ to Promote prevention of conflicts. ♦ to Promote prevention of conflicts.

6. Stabilization At the given stage the leader should: ♦ Openly to express the opinion on various situations and things which disturb employees. ♦ Openly to express the opinion on various situations and things which disturb employees. ♦ to Encourage employees to feedback. ♦ to Encourage employees to feedback. ♦ to Put problems which should be solved collectively. ♦ to Put problems which should be solved collectively. ♦ As much as possible to delegate powers to members of team. ♦ As much as possible to delegate powers to members of team.

7. Blossoming. At the given stage the leader should: ♦ Together with members of team to define the purposes which would be interesting to all employees. ♦ Together with members of team to define the purposes which would be interesting to all employees. ♦ to Search for ways of increase of overall performance of a command. ♦ to Search for ways of increase of overall performance of a command. ♦ to Develop skills of a command according to its current activity. ♦ to Develop skills of a command according to its current activity. ♦ to Recognize the personal contribution of participants. ♦ to Recognize the personal contribution of participants. ♦ to Develop personal potential of participants of a command by means of коучинга and feedback. ♦ to Develop personal potential of participants of a command by means of коучинга and feedback.

8. Coordinator. Typical statements: 1. Let's remember a main objective always. 2. If someone has something, what it is possible to add to it? 3. It is necessary for us to reach a consensus, Before we will go further. 4. Never think that silence means the consent. 5. I think that we can give chance to someone else. 6. Ability correctly to delegate powers is an art. 7. Management is an ability to organize people on performance of any work.

9. Implementer. Typical statements: 1. If it is possible, we will make it. 2. Day of practice costs year of the theory. 3. Still nobody has died of hard work. 4. If it is difficult for making, we will make it immediately. If it can't be made, it will occupy hardly more time. 5. The person can be mistaken, but the companies can't be forgiven errors. 6. Let's undertake an immediate task. 7. I completely support a policy of the company.

10. Shaper. Typical statements: 1. Simply make it! 2. At first tell "is not present", and then enter negotiations. 3. If you speak «yes, I will make it», I consider that so it and will be. 4. I am done not satisfied with that we achieve everything that we can. 5. I can be sharp, but at least I am right. 6. I will force all to work. 7. When advancement to the purpose all becomes more difficult, For good reason undertake abrupt.

11. The end. In this presentation I have told about command work and about the most important command roles in my opinion.