A B U S I N E S S S T R AT E GY & M A N A G E M E N T F U N C T I O N

CROSS FUNCTION TEAMS AND COLLABORATION

CROSS-FUNCTIONAL TEAMS AND COLLABORATION LOOK IN BUSINESS

A cross-functional team is a group of people with different functional expertise working toward a common goal. It may include people from finance, marketing, operations, and human resources departments. Typically, it includes employees from all levels of an organization.

Definition by:http://en.wikipedia.org/wiki/Cross-functional_team

WHO PRACTICES IN IT AND WHY?

Companies utilize cross-functional business programs

• Companies, makes use of a cross functional team to oversee the execution of strategic initiatives for better product pull-through, development of products and services, improved facilities utilization, increased standardization of practices, and contract leverage across its diverse businesses

• Participation in cross-functional teams can also vary dramatically depending upon the specific goals sought by the teams. Some cross-functional teams are broadly diverse, composed, for example, of members from internal research and development, engineering, purchasing, plant operations, and marketing joining forces with external suppliers. This helps to insure direct communication and allocation of resources within production, supply, sales, and shipment services.

For more information: Cross-Functional Business Programs: Critical Design and Development Considerations http://www.bsu.edu/mcobwin/ajb/?p=233

BUILDING AND MANAGING CROSS- FUNCTIONAL TEAMS

• Implementing the right environment to enabling collaboration and knowledge sharing, utilize management tactics that can be particularly supportive of distributed work.

• Managing a diverse team with the right mix of skills and competencies, addressing weaknesses promptly.

• Relying on an effective methodology that defines the work and establishes the proper handoffs from one part of the team to another.

• By dealing with cultural change and the organizational resistance to cross-functional work, mission focus can be put as the high priority, rather than individual/departmental accolades.

• Team members should document conversations with providers, and managers should keep an active log of risks and issues, assigning clear responsibilities.

For more information: Building and Managing Cross- Functional Teamshttp://talentmgt.com/articles/view/building_and_managing_cross_functional_teams/7

HOW DOES THE CROSS-FUNCTIONAL PROCESS WORK?

Purchase

Request:

Starting with initial

purchase request from Costumer to Requirement DepartmentPurchase is

processed by Requireme

nt Departmen

t conformatio

n and quantity is

sent to Materials

Management

THE CROSS-FUNCTIONAL PROCESSPurchase

Performances:

Materials Management then

verifies quantity and adjust stock,

this is then communicated/ investigated by

Purchasing Dpt. for

restocking/allocation of product analysis.

Finances Dpt. Sets price according to logistical interests:

Cost, Overhead, Recoupment.

Collaborating with Purchasing Dpt. to

sign Purchase Contracts , while

Materials Management

checks of the finished product

THE CROSS-FUNCTIONAL PROCESS

Product Storage:

Materials Management

produces a product list while insuring product storage(shipping and stowage of

overflow)

Finance Department upon

purchases conformation and

checking of inventory allocation

and sales can adjust estimated

price listings

THE CROSS-FUNCTIONAL PROCESS

Settlement Stage:

Materials Management produced all

products, Purchasing

Department has then

accumulated and invoiced, providing

payment requestFinance

Department upon purchases

conformation and prices, recalculates

working with Purchasing

Department to process final payment ,

recouping asset profit gain.

CROSS FUNCTION TEAMS AND COLLABORATION IN ORGANIZATIONAL DEPARTMENTAL MAKE-UP

Cross-Function Structure Model

ADDITIONAL RESOURCES Cross-Functional Business Programs: Critical Design and Development Considerations

Timothy W. Aurand, Northern Illinois UniversityCarol DeMoranville, Northern Illinois UniversityGeoffrey L. Gordon, Northern Illinois Universityhttp://www.bsu.edu/mcobwin/ajb/?p=233

Building and Managing Cross- Functional Teams

http://talentmgt.com/articles/view/building_and_managing_cross_functional_teams/7

Business strategies: Work on global, cross-functional projects at the heart of what we do.

http://www.google.com/about/jobs/teams/business-strategy/

Cross-Functional Collaboration: Discovering Its $ Value and the Genius of Google

http://www.ere.net/2011/01/17/cross-functional-collaboration-discovering-its-value-and-the-genius-of-google/

(Business Source Premier) Using cross-functional, cross-firm teams to co-create value: The role of financial measures Industrial Marketing Management Periodical

Cross-functional integration and functional coordination in purchasing and supply management: Antecedents and effects on purchasing and firm performance

International Journal of Operations & Production Management

QUESTIONS ON CROSS FUNCTIONAL TEAM WORK

Cross Function Teams and Collaboration

Questions:1. Cross Functional Business programing means to:a) Collaboration between Departmentsb) Working Individually c) Working only in Departmentsd) Working only by Managements Decree

2. Cross Functional Business programing works best when mission focus is communicated by:a) By Phil the mail boyb) Company Emailsc) Interdepartmental Collaboration Meetingsd) Communicating solely to Management

3. A weakness in Cross Functional Business programing is:a) Lack of Development & Researchb) A break down addressing weaknesses promptlyc) Shifts in parodimes in department managementd) Weak Mission and Vision Statement

Answers:1. a)Collaboration between Departments2. c) Interdepartmental Collaboration Meetings3. b) A break down addressing weaknesses promptly