|
 |
Table of Contents
Definition
|
A crossfunctional team is a team composed of at least three members from diverse functional entities work
ing
together towards a common goal.
This team will have members with different functional
experiences and abilities, and who will likely come from different departments within the organization.
|
Need for Crossfunctional Team
|
Today's corporations have entered a new business era with rapidly changing markets and technology. With this
rapidly changing and highly competitive world of business, companies are forced to produce in a timely and error-fre
e manner. There is a never-ending pursuit for perfection with no room for error, as firms must compete for a limited
market share for their goods and services. In light of this, traditional corporate structuring must be revised to a
ddress the needs of today's market place.
|
Movement Away From Traditional Corporate Structuring
|
Within North America, traditional corporate structuring was rigidly segregated, extremely hierarchical and de
cision-making was placed in the hands of a very few at the top. Today organizations composed of narrow functional mi
ddle managers operating within a rigid, vertical, and functional alignments are rapidly becoming obsolete. Rigid fun
ctional structuring is being replaced with cross departmental collaboration. Hierarchical firms are being flattened
with many middle management positions becoming obsolete. A powerful few are being replaced with self empowerment of
all workers. At the forefront is the suppression of individualism and the embracement of teamwork.
|
The emergence of Teamwork
|
Teamwork concepts are quickly taking over virtually every aspect of business. Implementing team concepts in
the work force enables organizations to move beyond the original organizational and functional boundaries, to focus o
n solving problems and assuring customer satisfaction. The teams that have proven most successful are ones involving
multi disciplinary team members which are known as crossfunctional teams.
A crossfunctional team will usually be responsible for all or some segment of a work proce
ss that delivers a product or service to a customer either external or internal to the firm. The work process requir
es input from several functional areas, therefore group collaboration is essential. When managed properly crossfunct
ional teams provide flexibility, control, speed, coupled with multi-disciplinary knowledge.
|
Group Vs. Team
|
To understand teamwork,one must first realize the difference between a group and a team. A group is only a
collection of individuals who are brought together for some specified purpose. On the other hand, a team is a collect
ion of individuals that have a common goal and as a whole formulate, define, and agree upon their own purpose, then w
orks according to that purpose. Groups rely on the sum of the individual efforts to accomplish tasks, where as, team
s collectively work together to complete joint assignments. Teams are committed to communication and collaboration as
well as constructive conflict. People working on teams also develop mutual accountability for the success or failure
of the team's efforts.
|
Moving Towards Teamwork
|
Team members must first develop some shared goals and values which will enable them to agree upon the teams p
urpose or mission. They must be committed to the team's purpose or mission and work towards accomplishing the relate
d goals.
Some team members may be part time and have a strong alliance to their functional departments. Some team mem
bers may be experts in their field and enjoy the individual recognition that is given to them. Some team members wil
l feel that they need to hold back on their trade secrets in order to maintain their job security. All of these situ
ations will adversely affect the unity within the team.
|
Conflict
|
Teamwork requires for team members to agree upon the purpose, goals, problems, and decisions within the team.
While the diversity of crossfunctional teams enables all the stakeholders to have input in the design and developme
nt process, it usually increases the level of conflict within the team. Team members from different functional backg
round will inherently have difference perspectives on many issues that arise in the team discussions. Therefore, con
flict is virtually unavoidable throughout this process and must be handled in a constructive manner.
|
Training
|
Teamwork training is a necessity for all firms that implement crossfunctional teams. Team members from diver
se functional backgrounds and experiences must be able to work together with minimal confusion and conflict. Team me
mbers must understand their role and position within their team in order to be effective members. Through formal tra
ining they will better understand these and other principles of successful teamwork. Training will assist them in m
odifying their behavior to that of an effective team member. Up front training can also eliminate much of the ice br
eaking and role familiarization time at the onset of a team project.
|
Leadership
|
In crossfunctional teams, the leader's role is more of a coach rather than a traditional manager. Team leade
rs do not distribute assignments or give out orders, rather they rely on other team members to assist in all of the d
ecision-making responsibilities. They are not over the group, rather they are a contributing member of the group. T
he team leader does not manage all of the team's activities, rather he promotes performance and makes sure that the t
eam efforts are in line with the goals of the firm. It is also the leader's responsibility to be the liaison for upp
er management, suppliers, and other outside entities. In a sense, he or she is the team's leading spokesperson that
keeps a clear vision of the team's goals and promotes activities to obtain those goals.
|
Compensation
|
Many teams are compensated according to their performance. This compensation can be in various forms but it
should only be for team accomplishments, not for individual achievements within the team.
|
|
There are several applications in which crossfunctional teams may be used. Some concurren
t engineering applications include product research, design, development, re-engineering, manufacturing and redesign.
In these cases the majority of a product's costs are committed very early in the design and development process.
Therefore, companies apply crossfunctional teams at the onset of a project to ensure that all of the key functional pe
rspectives are able to give input into the original concept design.
Some other popular applications for crossfunctional teams are: to develop total quality management; to study
a production problem; to sell company products; to overhaul company procedures; to purchase necessary material of the
corporation; to solve a process problem; and so on.
|
|
Crossfunctional teams are an essential element in obtaining a competitive advantage in today's high tech and
rapidly changing world market. Effective crossfunctional teams do not just happened without special training and pre
paration. A firm cannot just throw individuals from diverse functional backgrounds and experiences into a group and
expect high productivity. Effective teams are made effective through training and dedication to the teamwork concept
s.
Even though almost all manufacturers now utilize crossfunctional teams there is a vast difference between the
companies that have successful crossfunctional teams and those that do not.
A successful teamwork can be obtained by following most of the proc
eeding concepts and best practices.
|
|
There are many obstacles to overcome and sacrifices to be made in order to be an effective team player. In
the past, workers would thrive on personal recognition and achievements for their individual effort and performance.
This inner pursuit for personal recognition must be suppressed in order to be an effective team member. There is no
room for heroes in a team setting. Each member must be able to contribute to the team effort. This calls for team
members to push aside their personal interest for the overall team benefit and performance. Therefore, most team mem
bers must conform their behavior to group standards in order to become a valuable and effective team member.
A team of effective members regardless of their functional background will have better performance results th
an a group of individuals. Therefore, it is important for each team member to possess many of the following qualitie
s.
A Good Team Member should...
|
|
In crossfunctional teams, the leader's role is more of a coach rather than a traditional manager. Team leade
rs do not distribute assignments or give out orders, rather they rely on other team members to help and assist in all
of the decision-making responsibilities. They are not over the group, rather they are a contributing member of the
group. The team leader does not manage all of the team's activities, rather he promotes performance and makes sure t
hat the team efforts are in line with the goals of the firm. It is also the leader's responsibility to be the liaiso
n for upper management, suppliers, and other outside entities. He or she is the team's leading spokesperson. He or
she also keeps a clear vision of the team's goals and promotes activities to obtain those goals.
A team with an effective leader regardless of their functional background will have better performance result
s. Therefore, it is important for a team leader to possess many of the following qualities.
A Good Team Leader should...
|
|
