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Cross-functional teams case study
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The focus of the case study this week is the Electrolux Company, one of the largest home appliance companies in the world. The first question asks, “How did Electrolux Chief Executive Stråberg break down barriers (and increase communication) between departments? Why did he do this?” (Bethel University, 2011, p. 216). One way Stråberg accomplished removing barriers and improving communications was through the creation of a formal group for the purpose of improved research and development. The team’s composition was expanded to include engineers, designers, and marketers from the companies various divisions, who all met in Stockholm, Sweden, the home of the company’s headquarters, for a week long session. By developing a team with varied viewpoints …show more content…
(Bethel University, 2011, p. 216). Stråberg’s idea for creating a broader based design team also brought more and varied ideas to the table for the purpose of catching the public’s attention. Through the utilization of this team concept a number of potential problems could be avoided before they could become problems. For instance, the design team would also function as a “problem-solving team” by catching potential problems and eliminating them before they could get to the production floor. This same team could also be classified as a “cross-functional team” in that it is made up of people from all of the various departments within the company such as engineering, human resources, marketing, and others. The team effectiveness will most likely improve greatly as time goes by. The members will need time to adjust to the new format which will include learning to trust one another which will in turn lead to an improved performance among the members. The group’s cohesiveness will grow as they move forward toward their common goal of introducing new and better products to their customer base. Will it be a positive or negative cohesiveness? Provided the end result is met, meaning the company goal of getting those new products to market the cohesiveness should be positive but if the opposite proves to be
Case study number two is a four-page article written by Marian L. Houser and Astrid Sheil, and it’s titled “How Do You Get Anything Done Around Here?” The article focuses on the concept of real organizational experiences, but primarily Kate Elliot’s experience and dissatisfaction with her job at Donaldson Family Foods, Inc. Kate’s a hard-working, educated woman who is initially impressed with the Donaldson Food, Inc., especially at the opportunity that she has to become the national brand manager. As time goes on, and her first project’s assigned, Kate notices countless negatives within the organization, including how the company remains a low-growth business, its employees’ lack of competitiveness and hurry, and the SMART group’s “Black Hole,” a term referring to the grinding halt that’s applied to all initiatives, ideas, and proposals. In this case, Kate’s cooking bag project faces the dueling black hole. Throughout my paper, I will relate and apply Kate’s experience to organizational culture and socialization, how the conflict is handled, both verbal and nonverbal communication, and possible suggestions for Kate.
However, despite of the fact that being a communicable in a group is one of the challenge for me, I have enjoyed all of team activities. This is because throughout the Biz cafe simulation, my team and I put our coffee store “JAV-AH” as a leadership team in the market by our best efforts. To increase our productivities, all of us have enjoyed sharing opinions to be aware of business essentials and researching how they are important in the business. Without doubt, I can definitely explain that we have been able to make a decision confidently. Therefore, I will describe that while the Biz café simulation provided me a useful and helpful opportunities to increase knowledge of business essential tools, I have also motivated how group performance is significant to reach business
Under what conditions might the parties to the alliance discussed in this case dissolve or end the relationship?
Sarin, S. & O’Connor, G. (2009). First Among Equals: The Effect of Team Leaders Characteristics on the Internal Dynamics of Cross-Functional Product Development Teams. Journal of Product Innovation Management, 26(2), 188-205. Doi: 10.1111/j.1540-5885.2009.00345.x
The first chapter of “Working in Groups” focuses on group communication, the first aspect being the key elements of group communication (Engleberg and
The newly appointed district sales manager, Larry Barr, faces the problem of allocating sales quotas among his various sales representatives. This decision will affect everyone's earnings including his own. This problem is compounded by the fact that different territories have, for a variety of reasons, different potentials. In addition, the territory that is known to be the toughest will soon require a new sales rep.
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
As the processes and systems used in business have become more complex, teams, not individuals, have become popular in many organizations. Teams are made up of individuals from an organization brought together to solve a problem, improve a process or implement a new process. “A major advantage that a team has over an individual is its diversity of resources and ideas” (Burns, 1995, p. 52). However, this diversity can cause conflict within the team. The success of the team is strongly influenced by the team’s ability to recognize the causes of, manage and resolve conflict.
When teams begin to “thinking together”, include sharing their insight, experience, information, knowledge and abilities with each other in a team on how to improve the things better
In addition to urgency, Gustavsson could not create a powerful guiding coalition. He established a cross-functional team to develop a new moisture-resistant product. But the team did not include a sales manager who knows customers' needs and eventually sells the product. Although the team developed a commercially-viable product, their efforts, at least in the short term, were unsatisfactory, because with sales people's own doubts about the new product, they were afraid of jeopardizing the reputation of current product. Moreover, these cross functional teams operated within the established organization maintained the company's dominate culture and past norms. We know that structurally independent teams that are tightly integrated into the existing hierarchy with different cultures and processes are often more successful.
Ford Motor Company Introduction This paper will address an analysis of the key success factors in strategic planning for the Ford Motor Company, including planning, product offerings, marketing and sales. The paper will also include financial characteristics and a competitive analysis of the Ford Motor Company. Ford Motor Company The Ford Motor Company inspired a manufacturing revolution with its mass production assembly lines in the early 20th century. Ford and Lincoln are one of the world's most well known automotive brands, most known for the Ford Mustang, and F-Series pickup trucks.
Good team cohesion will increase chances of successfully completing the goal with high performance. The team will trust each other and support. This would make work faster and more effective.
Case Study:Hindustan Unilever Limited. Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company, with leadership in Home & Personal Care Products and Foods & Beverages. HUL's brands, spread across 20 distinct consumer categories, touch the lives of two out of three Indians. They endowed the company with a combined volume of about 4 million tonnes and sales of Rs.10,000 crores.
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success. Founders of companies are the continuing influence for the company to succeed. They pour the foundation of organizational culture so that the vision of their passion is directed in the right path. Organizational culture
The Importance of Group Work in Today's Organizations. It could be argued that in order to be successful, modern organisations must actively develop strong and cohesive work groups. Why do you need to be a member? Is it true that there is no room for the individual in today’s organisation? The rapid progression and improvement in information and communication technology has led to modern organisations finding new ways to work.