By Glenn M. Parker
During this thoroughly revised model of his best-selling e-book, Cross-Functional groups: operating with Allies, Enemies, and Strangers, writer and advisor Glenn Parker updates his definitive useful advisor to incorporate his fresh paintings in staff rewards and popularity, communications know-how, and multicultural and virtual-team concerns. This re-creation includes clean examples and extra case reviews of profitable cross-functional groups from IBM, Parke-Davis, Xerox, Boeing, BOC Gases, govt organizations, and extra. Parker bargains concrete suggestion and suggestion to crew leaders, workforce individuals, and senior administration. Cross-Functional groups gives you a crew working handbook to executives, workforce leaders, human source pros, and scholars of organizational habit and gives a device equipment of evaluate surveys, worksheets, checklists, or even pattern education courses to aid release and maintain powerful groups.
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Extra info for Cross- Functional Teams: Working with Allies, Enemies, and Other Strangers (Jossey-Bass Business & Management)
For example, assistant principals would be able to spend more time on real administrative and planning work and less on discipline. Perhaps there would be fewer curriculum coordinators and department heads or their role would change to focus more on strategic planning, coaching, and staff development. In many ways, the advent of teamwork in the sales area amounts to the most radical application of the cross-functional team model. Think about it. The sales area is considered the last bastion of rugged individualism and entrepreneurship in most organizations.
Through disciplined planning, team members produce a “frozen spec” that, once agreed to by the team, can only be changed by a “no-go” decision based on a major shift in the market’s requirements. The team itself enforces the discipline necessary to defer small design changes to the second issue of the product under development. In addition to shortening the product development cycle, the process of arriving at a stable product design also beneﬁts product manufacturability, cost, and quality. Getting production involved in the product development process from the start focuses the development team on designs that are compatible with existing manufacturing processes.
For instance, the social studies teacher and the English teacher have shared lunch together for years in the faculty room. 8 CROSS-FUNCTIONAL TEAMS Now, however, they are part of the seventh-grade team, which must develop a coordinated curriculum. The computer programmer and the accountant have carpooled together, but now they must team up to develop a new tracking system. Sometimes informal associations play out well in more serious cross-functional team environments, but not always. Some Are Enemies Some team members have worked together in the past, and it has not worked out well.