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Cross- Functional Teams: Working with Allies, Enemies, and by Glenn M. Parker

By Glenn M. Parker

During this thoroughly revised model of his best-selling ebook, 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 workforce rewards and popularity, communications know-how, and multicultural and virtual-team concerns. This new version 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 thought to crew leaders, staff participants, and senior administration. Cross-Functional groups offers a workforce working guide to executives, workforce leaders, human source pros, and scholars of organizational habit and gives a device package of overview surveys, worksheets, checklists, or even pattern education courses to aid release and maintain potent groups.

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Additional resources for Cross- Functional Teams: Working with Allies, Enemies, and Other Strangers (Jossey-Bass Business & Management)

Example text

Litton Guidance and Control Systems in Woodland Hills, California, purchased Valid Logic Systems software and Sun Microsystems workstations. The company then provided classroom training on how to use the new tools, and an applications person from Valid came on-site every two weeks to answer questions. After some field experience, the classroom sessions were repeated in order to give the engineers an opportunity to ask questions and reinforce the learning based on actual use of the system (Beckert, 1991).

The initial results of some of the teams were impressive. One of the first teams tackled problems within the Veterans Insurance Phone Service, where each day telephone operators handle between 2,600 and 3,000 calls from veterans and their beneficiaries. 3 percent the following August. . Another team saved the department an estimated $168,000 by simplifying the office’s loan-default processes (veterans can borrow mortgage funds from the ROIC) [Penzer, 1991, p. 36]. The interesting aspect of this team-based quality program is that whereas cost savings are a natural outcome of teamwork, other factors may prove more important in the long term.

In a functional organization, many groups might be given the same problem to solve and then go off and work at it in isolation from each other. When the various solutions and recommendations come back, one person or a task force will sift through them and try to come up with a synthesis or simply pick one of the ideas. In this model, it is assumed that each group has enough information and background to look at the whole problem. This model offers no possibility of group interaction, cross-learning, or synergy.

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