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Topic: Cross-functional team


    Note: these results are not from the primary (high quality) database.


In the News (Wed 9 Dec 09)

  
 Cross-functional team - Wikipedia, the free encyclopedia
Cross-functional teams, using unstructured techniques and searching for revolutionary competitive advantages, allegedly require information systems featuring increased interactivity, more flexibility, and the capability of dealing with fuzzy logic.
One way of implementing this involves using self-directed cross-functional teams.
The teams may have their origins in the perceived need to make primarily strategic decisions, tactical decisions, or operational decisions, but they will require all three types of information.
en.wikipedia.org /wiki/Cross-functional_team   (837 words)

  
 Evaluating a teams strengths and weaknesses
A firm with a higher level of cooperation between functions is in a better position to implement the use of cross-functional sourcing teams than one operating within traditional functional chimneys or rigid silos.
This finding is a result of a lack of formal cross-functional sourcing team evaluation and reward systems and does not indicate that such systems are unimportant or ineffective.
Teams that included suppliers as formal team members were, on average, more effective compared to teams that did not include suppliers as formal members, particularly in the areas of time reduction performance goals and supply base management performance.
www.innovativeteambuilding.co.uk /pages/articles/evaluate.htm   (4588 words)

  
 Assessing the Performance of Cross-Functional Teams
In other words, if 10% of my role accountability is the development of an effective officer educational program, and I do this via a cross-functional team approach, then my performance on the team would equate to 10% of my appraisal.
Some teams have incented sponsor participation by developing an outstanding/supportive functional manager recognition award.
Teams will need to be really clear as to what level they want to use to judge the effectiveness of their work product.
www.yorkteam.com /apcft.htm   (1683 words)

  
 Team management - Wikipedia, the free encyclopedia
Team management teaches a number of techniques that aim at forming and managing teams.
The Belbin technique is useful to identify the different types of personalities within teams.
The 'Team Development Model' shows the stages a team goes through during its lifecycle.
en.wikipedia.org /wiki/Team_management   (110 words)

  
 Assign a Cross Functional Team
Third, teams create synergy, that is, the sum of the efforts of members of a team are far greater than the sum of the individual efforts of members of the team working alone.
If the team, as a team, changes those norms and values, the effects on individual behavior are immediate and lasting.
Teams are important for a number of reasons.
mason.gmu.edu /~falemi/cqi/cross.htm   (837 words)

  
 team-toolkit.doc
Specifically, a cross-functional team is (typically) a small number of people with a shared mission, goal, and approach, which may or may not exist within a fixed timeline.
Teams rely on intense, collaborative work to accomplish a specific goal or task that could not be accomplished as well by an individual or a work group.
Background — Team Definitions Team In its broadest sense, a team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
www.stanford.edu /dept/itss/projects/files/team-toolkit.doc   (1164 words)

  
 Spectrum Academy Cross-functional Team Paper
These teams are then encouraged to share with the other departments to develop a program that is not only well rounded, but congruent with the needs of higher education, society and the business community.
Seeking to serve the needs of our youth, the team will no doubt need to maintain a certain amount of flexibility in the design and implementation of programs, their assessment, and removal of disconnects.
Within each one of these areas are teams comprised of grant researchers and writers, community liaisons, project managers, at-risk youth program specialists, and information technology specialists.
www.bethedream.net /Spectrum/Spectrum_Cross-Functional.htm   (1952 words)

  
  Article 131- Rewarding <b>Cross</b>-<b>functional</b> Teamwork</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Teams and <b>team</b> players want to be rewarded for doing the right thing, so if we cannot develop systems that encourage collaboration, the whole movement to <b>team</b>-based organizations, including <b>cross</b>-<b>functional</b> product development teams, will be derailed.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> A <b>cross</b>-<b>functional</b> <b>team</b> comprises a group of people representing a variety of departments, disciplines, or functions, whose combined effort is required to achieve the <b>team</b>’s purpose.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> From the standpoint of rewarding successful <b>cross</b>-<b>functional</b> teamwork, it’s important to note that although rewards are distributed to employees on the basis of <b>team</b> performance, gainsharing plans use different definitions of "<b>team</b>," which can vary from a small group to the entire organization.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.winstonbrill.com /bril001/html/article_index/articles/101-150/article131_body.html</font>   (1574 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.pdcinc.com/practice/cross.html">PDC - Practice Area - <b>Cross</b>-Funtional <b>Team</b> Management</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The way a <b>team</b> is set up, and the individual roles, responsibilities and metrics associated with it, can mean the difference between on-time delivery or missed opportunities.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Too often there is no charter for the group, <b>team</b> activities are not tied to company goals and they operate as loosely coupled committees who come together only to share static information.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> We often find <b>team</b> members struggling with priorities as they serve on multiple teams while carrying their own workload.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.pdcinc.com /practice/cross.html</font>   (358 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.findarticles.com/p/articles/mi_m4149/is_5_40/ai_n15863295">Health Services Research: <b>Cross</b>-<b>functional</b> <b>team</b> processes and patient <b>functional</b> improvement</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Teams with higher average levels of participation should become more synchronized in their activities, potentially both more efficient and more affectively harmonious, because <b>team</b> members become more alike each other and because they share clearer norms.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> H2: The higher the level of <b>team</b> functioning, the greater the improvement in ADL by patients treated by the <b>team</b>.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The concept of <b>team</b> functioning implies that inputs from interdependent members are jointly integrated so that the work of the <b>team</b> flows seamlessly.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.findarticles.com /p/articles/mi_m4149/is_5_40/ai_n15863295</font>   (1314 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.organizedchange.com/crossfun.htm">Improving <b>Cross</b>-<b>Functional</b> Teamwork</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Team</b> members, their management and any other stakeholders should agree on the this charter before the <b>team</b> starts on its task.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Expertise is a sticky issue: if all <b>team</b> members have substantial expertise in the problem area, they may not see the forest for the trees, yet a group of novices can make fundamental mistakes.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The first part concerns training the <b>team</b> in the tools they will use: problem solving, statistical process control, flowcharting, etc. After an initial overview, this training is best delivered in a "just in time" fashion, where trainers teach the members the specific tool just before they use it.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.organizedchange.com /crossfun.htm</font>   (1381 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://videoed.com/c1556.html"><b>Cross</b>-<b>Functional</b> Teams: Goal Setting, Multimedia CD Training</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Team</b> leaders, <b>team</b> members, and managers or supervisors who are interested in learning more about how <b>cross</b>-<b>functional</b> teams are created and how they operate.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Your role is to propose the use of <b>cross</b>-<b>functional</b> teams in the project.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In this simulation, you, Amanda, and Carol, will meet with David to explain the structure of <b>cross</b>-<b>functional</b> teams and gain his support of its usage on the project.</td></tr> <tr><td></td><td colspan=2><font color=gray>videoed.com /c1556.html</font>   (639 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.work911.com/books/teams">The Best <b>Team</b> Building & <b>Team</b> Development Books Around</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> starting up a <b>cross</b>-<b>functional</b> <b>team</b>, problem solving, etc.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Teams and <b>team</b> building are becoming more and more important at work.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> One of the most frequent questions I hear either with respect to teams or performance appraisal is about compensations for teams and how to design reward systems for teams.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.work911.com /books/teams</font>   (934 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.sabrehq.com/team_building_articles/cross-functional-teams.htm"><b>Cross</b> <b>Functional</b> <b>Team</b> Development</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Games like "Rollerball" and "The Big Picture" have been designed with <b>cross</b>-<b>functional</b> working in mind.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> See the benefits of working across (imaginary) boundaries that may exist between functions</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> For many working across functions other than their own is a big change.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.sabrehq.com /team_building_articles/cross-functional-teams.htm</font>   (879 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://content1.skillsoft.com/content/cm/TEAM0124000000/summary.htm">Achieving Results as a <b>Cross</b>-<b>functional</b> <b>Team</b></a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> If you want <b>team</b> results that far exceed expectations, intertwine and nurture the <b>team</b> in the three areas of relationships, task achievement and structure.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> A project manager cannot just put together a <b>team</b> of diverse people, assign them responsibilities, and leave them alone to perform.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> You have to step in at each stage to get the <b>team</b> to focus on the task and sort out interpersonal issues.</td></tr> <tr><td></td><td colspan=2><font color=gray>content1.skillsoft.com /content/cm/TEAM0124000000/summary.htm</font>   (174 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.crmsoftwares.com/crosteamselc.html"><b>Cross</b>-<b>Functional</b> Teams: Selecting <b>Cross</b>-<b>Functional</b> <b>Team</b> Members Training CD</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Team</b> leaders, <b>team</b> members, and managers or supervisors who are interested in learning more about how <b>cross</b>-<b>functional</b> teams are created and how they operate.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The program also covers roles in <b>cross</b>-<b>functional</b> teams, how key stakeholders are important to the success of <b>cross</b>-<b>functional</b> teams, and the reasons that <b>cross</b>-<b>functional</b> <b>team</b> member/upper management relationship is important.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In addition, the program touches on how to select the most qualified candidate for a <b>cross</b>-<b>functional</b> <b>team</b> leader position, the barriers to <b>cross</b>-<b>functional</b> <b>team</b> leadership, the barriers encountered by <b>cross</b>-<b>functional</b> <b>team</b> members, and how to identify key stakeholders.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.crmsoftwares.com /crosteamselc.html</font>   (552 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.sonoma.edu/users/h/hosseini/Students/Bus435/cross-functional_integrati.htm"><b>Cross</b>-<b>functional</b> Integration</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Because most of the firms use teams, it is important to understand how to manage the <b>cross</b>-<b>functional</b> <b>team</b> process.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Trent, Robert J. Understanding and evaluating <b>cross</b>-<b>functional</b> sourcing <b>team</b> leadership.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Cross</b> <b>functional</b> integration -- key to the future.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.sonoma.edu /users/h/hosseini/Students/Bus435/cross-functional_integrati.htm</font>   (666 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.actionleadership.com/articles/0010P.html">Article for Brent Filson's Action Leadership</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> For instance, the financial members of the <b>team</b>, instead of using the clumsy, over-used, cost-out approach to the manufacturing component of the <b>cross</b> <b>functional</b> <b>team</b>, instead provided the manufacturing participants with financial tools to better measure the costs of compressing the manufacturing cycle times.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Without the manufacturing participants using such financial tools, the <b>cross</b> <b>functional</b> <b>team</b> could not achieve a key goal: to not just produce a new product but to produce a new product that could be manufactured quickly and inexpensively.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> For instance, a world manufacturer of computer devices put together a <b>cross</b>-<b>functional</b> <b>team</b> to develop a new product.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.actionleadership.com /articles/0010P.html</font>   (2205 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.ihi.org/IHI/Topics/HIVAIDS/HIVDiseaseGeneral/Changes/IndividualChanges/UtilizeaCrossFunctionalTeamApproach.htm">Institute for Healthcare Improvement: Utilize a <b>Cross</b>-<b>Functional</b> <b>Team</b> Approach</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Given the complexities of treating HIV patients and incorporating the various challenges in engaging patients in care, a <b>cross</b>-<b>functional</b> care <b>team</b> might be best suited for addressing the various needs of patients in care.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Understanding and addressing the organizational barriers to having <b>cross</b>-<b>functional</b> <b>team</b> meetings can help HIV programs make them possible and efficient.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Use <b>team</b> meetings to discuss issues related to patient adherence, when to initiate and change ARV regimen, and how to assist the most vulnerable and sickest patients.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.ihi.org /IHI/Topics/HIVAIDS/HIVDiseaseGeneral/Changes/IndividualChanges/UtilizeaCrossFunctionalTeamApproach.htm</font>   (254 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.crmsoftwares.com/crosteamcros.html"><b>Cross</b>-<b>Functional</b> Teams: <b>Cross</b>-<b>Functional</b> <b>Team</b> Development Training CD</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Team</b> leaders, <b>team</b> members, and managers or supervisors who are interested in learning more about how <b>cross</b>-<b>functional</b> teams are created and how they operate.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Cross</b>-<b>Functional</b> Teams: <b>Cross</b>-<b>Functional</b> <b>Team</b> Development offers the student an overview of the information needed to develop communication, achievement, and synergy tools for <b>cross</b>-<b>functional</b> teams.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Cross</b>-<b>Functional</b> Teams: <b>Cross</b>-<b>Functional</b> <b>Team</b> Development Training CD Academic Discounted Software</td></tr> <tr><td></td><td colspan=2><font color=gray>www.crmsoftwares.com /crosteamcros.html</font>   (469 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://gbgm-umc.org/mission/news/br990209.html">GBGM Staff Briefing: Report of the <b>Cross</b>-<b>Functional</b> <b>Team</b> on Ministries with Women, Children, and Youth (02/09/99)</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> A <b>cross</b>-<b>functional</b> <b>team</b> was created with several goals, among them to "develop and recommend criteria for identifying appropriate programs and ministries outside the United States for women, children, and youth," and to "recommend to the Women's Division an annual budget for such programs and ministries."</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The <b>team</b> is developing a resource for use in training modules for church women in these areas.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Global Justice Volunteers, computer education for street children in Brazil, education for handicapped children in Russia, and microcredit for women in developing countries are among the many ministries the <b>team</b> has developed and is supporting for women, children, and youth.</td></tr> <tr><td></td><td colspan=2><font color=gray>gbgm-umc.org /mission/news/br990209.html</font>   (624 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.bnsf.com/employees/communications/bnsf_today/2005/10/2005-10-07-e.html"><b>Cross</b>-<b>Functional</b> Employee <b>Team</b> Simplifies BNSF’s Wheat Rates</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> A Fort Worth <b>team</b> of employees recently received a BNSF Achievement Award for simplifying BNSF’s wheat tariff system, which is the way customers are charged for their wheat shipments.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In addition to combining categories, the wheat <b>team</b> achieved a 31 percent reduction in origins by eliminating those that hadn’t been used for some time.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> By eliminating and combining rate items, the <b>team</b> reduced the number of wheat tariff items dramatically -- by 78 percent.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.bnsf.com /employees/communications/bnsf_today/2005/10/2005-10-07-e.html</font>   (570 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://content1.skillsoft.com/content/cm/TEAM0123000000/summary.htm">Developing the <b>Cross</b>-<b>functional</b> <b>Team</b></a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The course discusses the project manager's role in various stages of <b>team</b> development and facilitates better understanding of how inputs such as ground rules, meetings and training help a <b>team</b> in task achievement.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The second is at the individual level, where you define each <b>team</b> member's role and responsibility.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> This course focuses on the project manager's role in <b>team</b> development, and on roles, responsibilities and expectations.</td></tr> <tr><td></td><td colspan=2><font color=gray>content1.skillsoft.com /content/cm/TEAM0123000000/summary.htm</font>   (180 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.joanlloyd.com/articles/open.asp?art=520.htm">Joan Lloyd at Work</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Often, a <b>cross</b>-<b>functional</b> <b>team</b> will go on forever, spin off more task forces and generally people begin to drop off the committee and lose interest because they're frustrated.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Cross</b>-<b>functional</b> teams are given a task that is too big or undefined.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Often, the people placed on the <b>team</b> are at a level that is too low to have enough information to solve the problem.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.joanlloyd.com /articles/open.asp?art=520.htm</font>   (894 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.novell.com/news/press/archive/1996/09/pr96187.html">Novell Creates New <b>Cross</b>-<b>Functional</b> Management <b>Team</b></a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Joe Marengi, who was named president of Novell August 29, 1996, has designated his direct reports and a small group of key managers to work together as the lead management <b>team</b> at the company.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In addition to executives reporting to Marengi, his core management <b>team</b> also includes the senior vice presidents responsible for education, customer support and information systems.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> "Removing layers of management creates a fully-integrated <b>team</b> with the customer at its center," said Marengi.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.novell.com /news/press/archive/1996/09/pr96187.html</font>   (287 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.teleactivities.org">ONG Romania, Portalul organizatiilor neguvernamentale</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In a "<b>cross</b> <b>functional</b> <b>team</b>," like an executive committee, the boss has to be a non-expert, because so many kinds of expertise are required.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> One hierarchy is "<b>functional</b>" and assures that each type of expert in the organization is well-trained, and measured by a boss who is super-expert in the same field.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In common law countries legal juries render decisions of guilt, liability and quantify damages; juries are also used in athletic contests, book awards and similar activities.</td></tr> <tr><td></td><td colspan=2><font color=gray>www.teleactivities.org</font>   (878 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www2.uwsuper.edu/infotech/IITS/teams/teams.htm">IITS <b>Cross</b> <b>Functional</b> Teams</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The IITS Management <b>Team</b> plans <b>cross</b> <b>functional</b> <b>team</b> membership and assigns tasks to the teams.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> The IITS <b>Cross</b> <b>Functional</b> Teams have been created to address this situation.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Often services <b>cross</b> unit boundaries and require the planning and coordination of people from multiple units.</td></tr> <tr><td></td><td colspan=2><font color=gray>www2.uwsuper.edu /infotech/IITS/teams/teams.htm</font>   (500 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.bizhotline.com/html/how_to_make_cross-functional_p.html"><b>Team</b> Building Training Make <b>Cross</b>-<b>Functional</b> Project Teams Work</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> <b>Team</b> Building Training Make <b>Cross</b>-<b>Functional</b> Project Teams Work</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Organizations that use these teams swear by them.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Specific techniques to help teams solve problems, clarify objectives and reach solutions</td></tr> <tr><td></td><td colspan=2><font color=gray>www.bizhotline.com /html/how_to_make_cross-functional_p.html</font>   (103 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://techrepublic.com.com/5100-10878_11-1038794.html">Managing <b>cross</b>-<b>functional</b> <b>team</b> demands diligence</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Managing <b>cross</b>-<b>functional</b> resources is a result of working in a matrixed organization, where project teams are staffed, in full or in part, with resources that reside in other <b>functional</b> areas.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Project managers who work with <b>cross</b>-<b>functional</b> <b>team</b> members face a number of challenges, including the need to schedule people who work outside their department.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Jerry has been doing pretty well over the last month or so, after we worked on making sure his <b>team</b> members were clear on their work assignments.</td></tr> <tr><td></td><td colspan=2><font color=gray>techrepublic.com.com /5100-10878_11-1038794.html</font>   (1253 words)</td></tr> </table> </td> </tr> </table><body face="Arial"> <br> <table cellpadding=0> <tr> <td>  </td> <td> <table > <tr><td> </td><td colspan=2><a href="http://www.topjobs.co.uk/portal/products.asp?recnumber=1036"><b>Cross</b>-<b>Functional</b> Teams: Selecting <b>Cross</b>-<b>Functional</b> <b>Team</b> Members</a></td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> You will also learn about the roles in <b>cross</b>-<b>functional</b> teams, the barriers to <b>cross</b>-<b>functional</b> <b>team</b> leadership, the barriers encountered by <b>cross</b>-<b>functional</b> <b>team</b> members, and how to identify key stakeholders.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> In <b>Cross</b>-<b>Functional</b> Teams: Selecting <b>Cross</b>-<b>Functional</b> <b>Team</b> Members, you will learn how to identify and select <b>cross</b>-<b>functional</b> <b>team</b> leaders and members.</td></tr> <tr><td valign=top><img style="margin-top:4px;" src=http://www.factbites.com/images/a.gif></td><td></td><td> Business and Professional Development >> <b>Team</b> Building Curriculum</td></tr> <tr><td></td><td colspan=2><font color=gray>www.topjobs.co.uk /portal/products.asp?recnumber=1036</font>   (57 words)</td></tr> </table> </td> </tr> </table><script language="JavaScript"> <!-- // This function displays the ad results. // It must be defined above the script that calls show_ads.js // to guarantee that it is defined when show_ads.js makes the call-back. function google_ad_request_done(google_ads) { // Proceed only if we have ads to display! if (google_ads.length < 1 ) return; var s = ''; // For text ads, display each ad in turn. // In this example, each ad goes in a new row in the table. if (google_ads[0].type == 'text') { for(i = 0; i < 1; ++i) { s = '<body face="Arial"><br><table 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