Essays on What Is Required to Achieve Cross-Functional Cooperation Coursework

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The paper "What Is Required to Achieve Cross-Functional Cooperation" is a great example of marketing coursework. In the changing business environment, organizations have been faced with different challenges. Most organizations have found cross-functioning as one of the most efficient ways to solve these challenges. Cross-functioning brings together employees with different expertise to form a team that is focused on solving a given problem. However, ensuring cooperation in a cross-functional team is a great challenge for organizations. This problem can be addressed through putting in place the right team, focusing on team goals and objective, having agreed grounded rules, up-front team-building efforts, focusing on results, and adapting organizational culture and leadership to team goals and objectives. Introduction Cross-functional cooperation is one of the most important factors that determine the success of a project initiated by a firm like introducing a new product to the market.

Cross-functioning defines the relationship between different departments in the same organization striving to achieve a common goal like introducing a new product to the market. Cross-functional cooperation entails teams from different department putting in place their expertise to foster the success of the set goal.

Poor cross-cultural collaboration has been identified as a factor contributing to the failure of a new product. Cross-functional management emanates from the need for high management to clarify the quality, cost and delivery of goals and the need to put in place a system of close coordination among different departments. Poor cross-function cooperation is marked by lack of cross-functional goals, cross-functional collaboration spirit, lack of enterprise-wide business process, and effective management committee or powerless cross-functional teams. The bedrock of building effective cross-functional cooperation depends on the way the issue of quality, cost, and delivery are addressed. Why do we need a cross-function Team in a firm? The business environment has been changing with the changes taking place in the world.

Since the second half of the twentieth century, there have been dramatic changes in the business environment in the world (Chaudron, 2009). For example, due to increased globalization, the local markets have been opened raising the level of competition. At the same time, the internationalization process has opened opportunities for business to operate in the international market, an opportunity and a challenge for most local and international businesses.

Today, organizations are faced with quite complex challenges which need to be tackled using any available means. Organizations need to incorporate different styles, skills and perspectives if they have to overcome the challenges in the current business environment. The current management literature has shown that cross-functional teams can be used as a means to deal with the challenges in the current business environment. Cross-functional teams are used as a means to manage social collaboration and concept creation in dealing with the current challenges in a business environment.

The most challenging areas for businesses have been designing and developing new products, choosing and implementing new technologies in the organization, improving service-profit chain, and controlling product costs. These are the important areas in which organizations have been forming cross-functional teams. Toyota was the first company in Japan to use cross-functional management. The company forms cross-functional committee which comprises of representatives from departments which are involved a given cross-function. The committee is given the mandate to undertake all that it takes to accomplish their objectives and their goals and measure have the same weight as those from the board of the company.

Every committee comprises of about 10 members and is usually led by a senior officer appointed by the company president.

Bibliography

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Chaudron, D 2009, Improving cross-functional teamwork, Retrieved 26th August 2009 from http://www.organizedchange.com/crossfun.htm

Kotelnikov, V 2009, Cross-functioning Management, Harvard Business Review, May 2009

Maccaboy, M 1999, Building cross-functional capability: What it really takes, Research Technology Management, Vol. 42, Issue 3, pp. 56-58

Sabre, 2009, Cross-functional working, Retrieved 26th August 2009 from http://www.sabrehq.com/team_building_articles/cross-functional-teams.htm

Xueming, L., Slotegraaf, J., & Xing, P 2006, Cross-Functional “coopetition”: The simultaneous role of cooperation and competition within firms. Journal of Marketing, Vol. 70, pp. 67-80

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