Final Powerpoint
rhoemo
managinteamissues.pptManaging team issues
Horace dillard
Colorado Technical University
HRM345-1503A-01
Instructor: Jamie Boyd
Cross-functional team
- It is a group of experts aimed at meeting a common task
- It is very effective
- It coordinates large projects
One of the most notable formal work groups is the cross-functional team. This team is made up of employees who are almost in the same hierarchical level although they come from different areas of work with the task of accomplishing a common task. The team is very effective in terms of allowing people from various areas of work within the organization to develop ideas, exchange, coordinate projects that are complex or solve problems. The unique thing about this team is that it brings in people from different functional specialties in order to invent design in a better way or even deliver certain services and products in time (In Sparapani, 2013).
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Functions of the group
- Shared vision development
- Increase communication within the organization
- Solve problems facing the organization
- Improve product and service quality
Since the cross-functional team is made up of experts, it is charged with certain responsibilities or functions in the organization. Some of them include the following. First they focus on the development of the shared vision where all the team member come up with ideas and work towards attaining the vision they develop for themselves within the organization. Besides that, they increase communication within the organization by fostering communication to improve efficiency especially within relationships such as those of the buyer and seller in order to create an alliance (Friend, 2005). They also solve any problems that the organization might face in a certain section. Most importantly, the team helps improve quality by increasing the technology flow in the organization. The reporting relationship takes the form of a flow chart where the team leader and head of technical department have member reporting relationship. On the other hand, the key stakeholders of the cross-functional team include; the senior management as they sponsor the team and so the team needs to inform the management of its every progress.
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Data collection methods
- Interviews
- Involves interviewing group members and stakeholders
- The response helps in conducting analysis
- It eliminates any form of pressure among stakeholders
Data from the group and the key stakeholders will be collected through interviews where one-on-one communication will take place. The stakeholders and group members will be interviewed so as to extract relevant information from them. The responses that will be collected will hence be used to conduct an analysis. The stakeholders and group members will be informed of the objective and activities of the interview so that some form of focus can be created for the interview. The questions to be asked will be created in a list with a general strategy set in the mind to guide the interview in a manner that can get the all the relevant information from the stakeholders and group members. This method of data collection is very advantageous because the stakeholders and group members will not experience any form of pressure. This is because they will not experience the fear of expressing themselves which is common with group discussion methods of data collection (Frey, 2004).
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Type of data needed
- Qualitative and quantitative data
- The two can improve the evaluation process
- They can ensure an improve group understanding
- They can help generate and compare hypotheses
In designing the development plan, the type of data that will be needed is both qualitative and quantitative data because having a combination of these two types of data can improve the evaluation process through ensuring that the limitation of one data type are balanced by the strengths of the other. Besides that, it will also ensure that there is an improved understanding by integrating different knowing ways. In the development plan, the plan on how to evaluate the two types of data is important (Parker, 2002). Having a combined data type can also help generate hypotheses from qualitative work that can be tested through the quantitative approach. A good example of how these two types of data can be used in the development plan is that; qualitative research can be used to identify factors that affect investigation areas then the collected information can in turn be used to devise quantitative research whereby an assessment can be made on how these factors can affect the user preferences.
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diagnosing the level of functioning for the group
- Organization design is a major input in diagnosis
- It involves design components featuring the company
- Task structure and goal clarity are important components
- Goal clarity comprehend the group’s objectives
The diagnosis of this group can follow relational and dimensional fits that are applicable to the diagnosis of organization-level. The group in essence operates more like an organization since it is large and its functioning can be assessed by diagnosing it as an organization. It is however temporary and it only exists to perform a specific task. In diagnosing the group, organization design is a major input in terms of group design. It involves the components of design that characterize the organization at large within which the group operates; structure, technology, human resource system and measurement systems. Technology plays a role in determining the group task characteristics while the structural systems specify the coordination level that is required among groups. Measurement systems and human resource on the other hand are important in determining the functioning of the team for instance through reward systems and appraisal. The accuracy of diagnosis can be increased through data collection about the organization design of the group context. The major design components of the group include; task structure, goal clarity, performance norm, group functioning and group composition. Goal clarity talks of how well the group comprehends its set objectives. Goals should be challenging in a moderate way (In Sparapani, 2013).
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examples of developmental activities
- Succession training
- Organizations identifies employees with executive skills
- Career paths
- They lead groups to have plans in their advancements
Some of the developmental activities that can be used for the various levels of functioning that are based on the above diagnosis include the following. Succession training is one of the developmental activities whereby the organization identifies those employees with executive and managerial skills then works with them to develop these skills. This form of training prevents the organization from outsourcing for management talent. Secondly, career paths on the other hand lead the team members to have a plan in their advancements within the organization. The HR experts in the group should ensure that all the organization needs are identified so that the group can create career opportunities for its members (Friend, 2005). Despite this using rewards systems to promote development activities in terms of member input, can result to negativities for instance, the individual based performance appraisal and systems of rewards tend to interfere with the functioning of the team since the members can be more concerned with maximizing their performances as individuals to the detriment of the performance of the team. Therefore, collecting sufficient information on the organization design of the group can help improve the development activities since the diagnosis will be more accurate.
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How TO communicate the progress of the group
- Meetings
- Their voices can be heard
- They can also influence the meeting outcome
- Conference calls can also be used for those who are far
Communication is important for every project to emerge successful especially when dealing with groups and key stakeholders. While communicating with the stakeholders, some of the best ways to tell them of the progress of the group can be through; Meetings where their voices can be heard and at the same time have a chance to influence the outcome of the meeting in a certain way. In addition to that, they can be able to maximize every second of the time spent conducting the dialogue where every party involved in the communication can be involved in the conversation. Here, the verbal and non-verbal cues can also be well communicated and interpreted to avoid any form of misinterpretation. Conference call can also work on the part of stakeholders especially when conducting a one-on-one meeting is not possible. It also works when the distance between them is far although it can prove to be expensive to call. On the part of the group members, meetings can also be effective ways of communicating the progress of the group since all the members will be present to demonstrate how they were able to play their part in contributing to the success of the team (Frey, 2004).
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references
- Frey, L. R. (Ed.). (2004). Group communication in context: Studies of bona fide groups. Psychology Press.
- Friend, J. K., & Hickling, A. (2005). Planning under pressure: the strategic choice approach. Routledge.
- In Sparapani, E. F. (2013). Differentiated instruction: Content area applications and other considerations for teaching in grades 5-12 in the twenty-first century.
- Parker, G. M. (2002). Cross-Functional Teams: Working with Allies, Enemies, and Other Strangers. San Francisco, CA: Jossey-Bass.
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