MAC3703 – Assignment 2 (2026)
FINAL FULL‑MARK ANSWERS
NOTE: The answers below are fully developed and structured according to the mark
allocation. Each sub‑question contains sufficient distinct, well‑explained points to achieve
maximum marks.
QUESTION ONE (20 MARKS)
a) Critically evaluate why the team is not performing well using Belbin’s team roles model (10
marks)
Although John believes that the project team is complete and well balanced according to
Belbin’s team roles model, the team is not performing effectively due to role imbalance and
inappropriate role allocation. Belbin’s theory emphasises that team success depends not
only on having different roles present, but also on ensuring that these roles complement
one another and are appropriately aligned with responsibilities.
In this team, the team leader and the draftsperson both fulfil the Completer Finisher role.
Completer Finishers are diligent, detail‑oriented and quality‑focused, but they can also be
overly critical, anxious and intolerant of mistakes. The presence of two strong Completer
Finishers creates excessive pressure, high stress levels and repeated checking of work,
which contributes to delays and reduced productivity.
The allocation of the Completer Finisher role to the team leader is also problematic.
Effective leadership in Belbin’s model is best supported by the Coordinator or Shaper roles,
which emphasise delegation, motivation and interpersonal management. As a result of this
mismatch, the team leader focuses more on perfection and fault‑finding than on managing
people, which weakens leadership effectiveness.
Designer 1 fulfils the Plant role and is responsible for generating creative and innovative
ideas, while Designer 2 fulfils the Resource Investigator role and focuses on exploring
alternatives and external opportunities. These creative roles often conflict with the
structured and perfectionist approach of Completer Finishers, explaining the ongoing
conflict between the designers and the team leader.
Finally, the team lacks a Team Worker role, which is critical for maintaining harmony and
resolving interpersonal conflict. Without this role, disagreements are not managed
constructively, resulting in communication breakdowns, increased stress, late submissions
and poor‑quality work.
FINAL FULL‑MARK ANSWERS
NOTE: The answers below are fully developed and structured according to the mark
allocation. Each sub‑question contains sufficient distinct, well‑explained points to achieve
maximum marks.
QUESTION ONE (20 MARKS)
a) Critically evaluate why the team is not performing well using Belbin’s team roles model (10
marks)
Although John believes that the project team is complete and well balanced according to
Belbin’s team roles model, the team is not performing effectively due to role imbalance and
inappropriate role allocation. Belbin’s theory emphasises that team success depends not
only on having different roles present, but also on ensuring that these roles complement
one another and are appropriately aligned with responsibilities.
In this team, the team leader and the draftsperson both fulfil the Completer Finisher role.
Completer Finishers are diligent, detail‑oriented and quality‑focused, but they can also be
overly critical, anxious and intolerant of mistakes. The presence of two strong Completer
Finishers creates excessive pressure, high stress levels and repeated checking of work,
which contributes to delays and reduced productivity.
The allocation of the Completer Finisher role to the team leader is also problematic.
Effective leadership in Belbin’s model is best supported by the Coordinator or Shaper roles,
which emphasise delegation, motivation and interpersonal management. As a result of this
mismatch, the team leader focuses more on perfection and fault‑finding than on managing
people, which weakens leadership effectiveness.
Designer 1 fulfils the Plant role and is responsible for generating creative and innovative
ideas, while Designer 2 fulfils the Resource Investigator role and focuses on exploring
alternatives and external opportunities. These creative roles often conflict with the
structured and perfectionist approach of Completer Finishers, explaining the ongoing
conflict between the designers and the team leader.
Finally, the team lacks a Team Worker role, which is critical for maintaining harmony and
resolving interpersonal conflict. Without this role, disagreements are not managed
constructively, resulting in communication breakdowns, increased stress, late submissions
and poor‑quality work.
