By Glenn M. Parker
During this thoroughly revised model of his best-selling publication, Cross-Functional groups: operating with Allies, Enemies, and Strangers, writer and advisor Glenn Parker updates his definitive functional advisor to incorporate his fresh paintings in crew rewards and popularity, communications know-how, and multicultural and virtual-team concerns. This re-creation includes clean examples and extra case stories of profitable cross-functional groups from IBM, Parke-Davis, Xerox, Boeing, BOC Gases, executive organizations, and extra. Parker bargains concrete suggestion and concept to staff leaders, staff contributors, and senior administration. Cross-Functional groups can provide a workforce working guide to executives, staff leaders, human source pros, and scholars of organizational habit and offers a device equipment of overview surveys, worksheets, checklists, or even pattern education courses to assist release and maintain potent groups.
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In the 3 ideas, Michael Raynor and Mumtaz Ahmed bring a transparent recipe for improved functionality over the lengthy term.
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Additional info for Cross- Functional Teams: Working with Allies, Enemies, and Other Strangers (Jossey-Bass Business & Management)
Self-directed teams can be used in some of the same industries as functional teams and in many others as well, particularly in start-up sites or in organizations with an embedded base of participative management and a history of employee involvement. • Cross-functional teams seem to be most effective in companies with fast-changing markets, such as the computer, telecommunications, pharmaceuticals, and similar industries that value adaptability, speed, and an intense focus on responding to customer needs.
In their view, “A self-directed team is a functional group of employees (usually between eight and ﬁfteen members) who share responsibility for a particular unit of production. The work team consists of trained individuals who possess the technical skills and abilities necessary to complete all assigned tasks. Management has delegated to the self-directed work team the authority to plan, implement, control, and improve all work processes” (Torres and Spiegel, 1990, p. 3). Although it is true that self-directed teams are more prevalent in production operations, especially in manufacturing, they also operate in the service side of a business.
People in client companies are saying, “We’re tired of dealing with a cadre of salespeople from your company. ” In an often-repeated story, two sales representatives from the same company meet each other at the elevator in a client’s ofﬁce and begin trading stories about the client. At that moment, the client comes by and proceeds to introduce them to each other. Only then do they realize that they work for the same company. Aside from the embarrassment, this is just plain bad business practice.