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- Benefit from Belbin's own experience of putting the Team Roles method into practice

- Succinct and practical information to enable managers to make a real difference in the workplace

- Real-life case studies show how to apply the theory in practice

Meredith Belbin's unique and widely-read work on teams has become part of everyday language for organizations around the world. For every manager, getting the most from their team is paramount in achieving superior results. Belbin's vital area of management research supersedes the usual preoccupations with qualifications and experience, considering instead the Team Role behaviours which shape everyday interactions in teams.

Management Teams: Why they succeed or fail is an account of the experimental study of management teams at Henley Management College from which Belbin's unique Team Role theory developed. Now in its third edition the original theory has been fully updated and rewritten in parts by the author, with chapter summaries and updated illustrations. This is the original book by Meredith Belbin, offering the only authoritative explanation of how Belbin's world-famous Team Role language came into being.

Download and print a free, full-page summary of Team Roles with their icons, descriptions, strengths and allowable weaknesses from http://www.belbin.com/books/books.htm

R. Meredith Belbin was formerly Chairman of the Industrial Training Research Unit. A founder Member of Belbin Associates, he is also Visiting Professor and Honorary Fellow of Henley Management College.

Related Title

Belbin: Team Roles at Work, 2e, ISBN: 978-1-85617-800-6

Management Teams: Why They Succeed or Fail

Chapter 1 Making Teams Effective; Chapter 2 The Apollo Syndrome; Chapter 3 Teams Containing Similar Personalities; Chapter 4 Creativity in the Team; Chapter 5 Team Leadership; Chapter 6 Other Key Team Roles; Chapter 7 Unsuccessful Teams; Chapter 8 Winning Teams; Chapter 9 Ideal Team Size; Chapter 10 Features of Good Members of a Team; Chapter 11 Designing a Team; Chapter 12 Teams in Public Affairs; Chapter 13 Thirty Years Later;