Creating Cross-Functional Teams

CREATING CROSS-FUNCTIONAL TEAMS
CREATING CROSS-FUNCTIONAL TEAMS
Name of Student
Institution Affiliation

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CREATING CROSS-FUNCTIONAL TEAMS
1.
Traditional bureaucracies are corporations that possess various managerial layers
who put down directives and take part in making resolutions in the organization. A
corporation with this characteristic will have the incapability to prepare a response to the
consumer demands briskly. The process of making important decisions requires a set out
adjacent to the consumer and not in the managerial layers of the organization. Traditional
bureaucracies get to grip with specific drawbacks in establishing custom-made products
to individual consumers, individually as a result of their fixed administrative structure
and safe practices and procedures. It is much preferable to have a customer-oriented
team. Customer focused teams have the superiority of comprehending more distinctly the
particular needs of consumers as a result of making the consumer be of a priority. This
kind of approach answers appropriately to the adjusting demands from their pliability and
offering a superior and a more modified resolution to the consumer emanated from their
integrated series of skills (Emerson and Gerlak 2014).
Direct Response Group changing to a customer-oriented team will understand that
their success is dependable on customer satisfaction. Customer-oriented organizations
aim to motivate consumers preferably than sales of their products. They have a firm
belief in their clairvoyance when it comes to formulating future innovation. The Direct
Response Group adaptation to being customer oriented will encourage teamwork among
employees. When the organization develops a more effective team, it will mean that
Direct Response Group will be able to get more success. A customer oriented
organization will say that Direct Response Group will network more and cooperation will
increase as compared to when it was of traditional bureaucracy. Direct Response Group

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CREATING CROSS-FUNCTIONAL TEAMS
will be able to expand its activities and networks. Due to this it will adopt new difficulties
and will be able to set objectives (Terry, 2015) routinely.
2.
Team assessments should be set to create a centre of attention on a single person's
efforts in various ways. Direct Response Group can assess the effectiveness of each
employee against the duties that they were allocated. This technique can monitor the
performance of each member. The Direct Response Group organization can determine
how much the results of a member’s attempt have been used in teamwork by
contemplating their production and contributions in the process of the team’s discussions
and their disposition when the team’s responsibility distributes among the team members
(Tonidandel and LeBreton, 2015).
Direct Response Group may make use of this stereotype and in such a manner that
it defines the procedures that may be approached by the organization executives to focus
more on its customers. The Direct Response Group case correctly defines the necessary
requisite for the organization to be more focused on the customer, such as transacting
with distinguishable consumers and offering the particular consumers with customized
products and services that are among the best in the world. To ensure that Direct
Response Group team accomplish their responsibilities and that the team members have
determination in working for a project, they need to understand that all members are
required to be accountable by sharing their liabilities for the general production. Cross-
functional teams lessen a rigid hierarchal structure (Costa, Bassos and Bakker, 2014).
3.