Cross-Functional Collaboration
Title: Cross-functional collaboration. By: Parker, Glenn M., Training & Development, 10559760, Oct94, Vol. 48, Issue 10
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CROSS-FUNCTIONAL COLLABORATION
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1. The diversity of cross-functional teams can both benefit and hinder team performance. Here are some tips for getting the best from these new-styled teams. 2. The benefits 3. Making it work in this article Cross-Functional Teams, Team Building
The diversity of cross-functional teams can both benefit and hinder team performance. Here are some tips for getting the best from these new-styled teams.
The world and the world of business are changing. Specialization is out; generalism is in. Rigid ownership of work is out; fluid collaboration is in. Power is out; empowerment is in. Individualism is out; teamwork is in.
Vertical hierarchical structures are being replaced by all kinds of organizations: network, adaptive, informal, and horizontal. Right in the middle of them all sit cross-functional teams of experts ready to move quickly and flexibly to adapt to changing organizational needs. Such teams are made up of people from different departments in an organization. They typically perform different job functions and bring a variety of skills and experience to their teams.
Survey results, books, conferences, and observation tell us that cross-functional teams have become important in today's competitive business environment. It's exciting and sometimes frustrating that these new-styled teams are made up of people who come together, each carrying the baggage of past working relationships.
Some team members haven't met before their first team meeting. They are virtually strangers. The design engineer from the Detroit plant may never have talked with the dealer from Pennsylvania who sells the cars she designs. The marketing professional may never have run into the government-affairs attorney, even though both work in
Database:
Academic Search Complete
HTML Full Text
CROSS-FUNCTIONAL COLLABORATION
Contents
1. The diversity of cross-functional teams can both benefit and hinder team performance. Here are some tips for getting the best from these new-styled teams. 2. The benefits 3. Making it work in this article Cross-Functional Teams, Team Building
The diversity of cross-functional teams can both benefit and hinder team performance. Here are some tips for getting the best from these new-styled teams.
The world and the world of business are changing. Specialization is out; generalism is in. Rigid ownership of work is out; fluid collaboration is in. Power is out; empowerment is in. Individualism is out; teamwork is in.
Vertical hierarchical structures are being replaced by all kinds of organizations: network, adaptive, informal, and horizontal. Right in the middle of them all sit cross-functional teams of experts ready to move quickly and flexibly to adapt to changing organizational needs. Such teams are made up of people from different departments in an organization. They typically perform different job functions and bring a variety of skills and experience to their teams.
Survey results, books, conferences, and observation tell us that cross-functional teams have become important in today's competitive business environment. It's exciting and sometimes frustrating that these new-styled teams are made up of people who come together, each carrying the baggage of past working relationships.
Some team members haven't met before their first team meeting. They are virtually strangers. The design engineer from the Detroit plant may never have talked with the dealer from Pennsylvania who sells the cars she designs. The marketing professional may never have run into the government-affairs attorney, even though both work in