Effective Strategies for Creating Cross-Functional Teams: A Report

This report examines the shift from traditional bureaucratic structures to customer-oriented teams, emphasizing the benefits of cross-functional teams for organizations like Direct Response Group. It explores the importance of team assessments in monitoring employee performance and contributions, highlighting the need for accountability and shared responsibility within teams. The report also discusses the positive impact of customer orientation on employee motivation and organizational objectives, while contrasting the approaches of public and private sector organizations. Furthermore, it identifies key impediments to implementing customer-oriented teams, such as operational rigidity, hierarchical structures, and employee perspectives. The report concludes by emphasizing the need for flexibility and customer focus to achieve team success.

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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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.

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CREATING CROSS-FUNCTIONAL TEAMS
The Direct Response Group case on the customer-oriented teams shows that the
firm should dedicate its efforts to the customer-focused organization set about to ensure
its success. Customer orientation affirmatively connects with the public as well as private
employee production and perspective towards work. Consumer orientation has a
tremendous enthusiastic influence on a workers production as well as inspiration.
Customer orientation of an employee in a public and private organization gives a
relationship to the objectives of the respective organization that is in alignment with the
employees’ moods, feelings and attitudes, and behavioral principles of public service, and
feedback inevitably to ameliorate delivery of services (Lam and Mayer, 2014).
The public and private organizations have distinct missions and objectives and
controlled by inconsistent principles. Distinctive groups supervise them on their
performance and processes. The individual organizations are prerogative to function,
while public service organizations controlled regulations, long-established customs and
traditional bureaucracies, inspection and stabilities. The private sector organizations set
their targets and pump in resources to accomplish them while laws govern those in the
public sector and thus are not flexible in being customer oriented. The public sector is
mostly concerned with offering services to public members while private organizations
mainly focus on establishing markets to warrant much profit. It creates the need on the
individual organization of being more customers oriented (Korschun, Bhattacharya and
Swain, 2014).
4.

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CREATING CROSS-FUNCTIONAL TEAMS
One of the main impediments in the application of customer-oriented teams in
service corporations is the technique of actions and operations in the firm, specifically the
rigidity that associates with those operations. It is critical for an organization to develop
into entirely focusing on their customers. A precise extent of pliability in procedures
needs to answer to the requirements of each consumer in the greatest optimum method
(Kettunen, 2014).
The hierarchical structure is an additional impediment in the implementation of
teams that are focused on their customers. The perspectives and characters of employees
are also an impediment in the establishment of a successful team, specifically a group
that is mostly cross-functional. How a client approaches the customer matters a lot in the
relationship between the customer and the organization. Employees will not be certain
operating with each member in the team and may not desire similar social positions. It
may affect the successful functioning of a group, even though teams have already been
created (Joshi, 2016).

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