Conflict is also likely to occur over project priorities, administrative procedures, technical perfection versus performance tradeoffs, personnel resources, cost estimates, scheduling, and conflicting personalities.
Extra pressure on CFT members due to having multiple assignments.
Communications can suffer when you have cross-functional teams. Additionally, the new employees on the team can become resistant to knew ideas.
Having a cross functional team in your organization will help the organization when employees stay out of work. With more people trained to share jobs, any employee can fill in for an absent employee.
a cross-functional team
The team should be multilevel, multicultural, and cross functional.
Cross-functional teams bring together individuals with diverse skills and expertise, allowing for a wider range of perspectives and ideas. This can lead to more innovative solutions and better decision-making. Additionally, cross-functional teams promote collaboration and communication across different departments or functions, fostering a more united and cohesive work environment.
Excessive fragmentation of strategy-critical processesCan lead to inter-functional rivalry and conflict, rather than team-playMulti-layered management bureaucracies and centralized decision-making slow response timeHinders development of managers with cross-functional experience because the ladder of advancement is up the ranks within the same functional areaForces profit responsibility to the topFunctional specialists often attach more importance to what's best for the functional area than to what's best for the whole business - can lead to functional empire-buildingFunctional myopia often inhibits creative entrepreneurship, adapting to change, and attempts to create cross-functional core competencies
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. Members may also come from outside an organization (in particular, from suppliers, key customers, or consultants). Cross-functional teams often function as self-directed teams responding to broad, but not specific directives. Decision-making within a team may depend on consensus, but often is led by a manager/coach/team leader.
A matrix organization is organized into functional departments, but a project is run by a project team, with members coming from different functional departments. On the spectrum of a project manager's authority, matrix organizations are in the middle of two extremes: functional and projectized organizations.
cross functional
A Development Team is made up of 3-9 people with cross-functional skills who do the actual work.
O'Brien, JA (2002), pg 127 says that "many organisations are using information technology to develop integrated cross-functional enterprise systems that cross the boundaries of traditional business functions (such as marketing and finance), in order to reengineer and improve vital business pocesses all across the enterprise. These organisations view cross-functional enterprise systems as a strategic way to use IT to share information resources and improve the efficiency and effectiveness of business objectives......"
Ok, below is a 25% chance of getting it right. Good luck... a. a cross-functional project team b. a self-managed operational team c. a traditional work team d. an executive team