Cross Function Task Force

According to the video, the characteristics of an effective team are, “size of the team, diversity of its members, and roles. Teams of seven or less are generally more effective. Smaller teams: reach agreement, share opinions, and ask more questions. Larger teams: disagreements, less participation, and more demands on the team leader. Successful teams require a diversity of knowledge, skills, perspectives, and experience.” (Chapter 18 Teamwork at Cold Stone Creamery)

The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and each other. They must have a good understanding towards their job role and responsibility.

A successful team can be represented by various characteristics which include respect for one another, a sense of purpose, commitment to the aims of the team which are demonstrated every day by each team member and regular communication between team members.

* Task effectiveness – the extent to which the team is successful in achieving it’s task-related objectives.

The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility. The leader/manager should also be aware of the skills or weakness within the team and be able to provide support were necessary and also utilise their

| “The top 10 features of an effective team are: * clear purpose; * open communication; * constructive conflict; * effective problem-solving and decision making; * defined roles, responsibilities and accountability; * strong relationships; * systems and procedures; * experimentation and creativity; * measurement and self-assessment; * shared leadership.” For a team to be effective, they need to have clear

Agreement and consensus is largely formed among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. The leader facilitates and enables.

A. Describe the skills, knowledge and expertise each member that you selected brings to the team. As appropriate, what specific role would you assign to each team member?

The appropriate channeling of the cognitive diversity found in the team is also a huge advantage in ensuring that the most impressive solutions will be the end result. The members of my team consist of subordinates, peers, and supervisors who contribute equally to problem-solving in my particular workplace and consequently will all benefit from the increased understanding and group

According to McShane and Young (2010), task interdependence is important for teams since it can help enhance the effectiveness of the teamwork and motivate them to be part of the team. Therefore, the first recommendation to Reed Tradex is to implement more task interdependence into each team. This will lead team members to share information, opinions, and new ideas to perform their jobs as a good team. Importantly, the company should make sure that each team member understands the jobs in the same direction and have the same goals to achieve because if they have different goals, the team might face with excessive conflict.

Job design requires the assembly of a number of tasks into a job or group of jobs. An individual may carry out one main task that consists of several interrelated functions. Complexity of a job may be a reflection of the number and variety of tasks to be carried out or the range and scope of the decisions to be made or the difficulty in predicting the outcome of the decisions.

When looking at job design in the workplace, we know it is an enhancement in job satisfaction, that will improve quality and to reduce employee problems in the workforce. It is also referred to as a task or a work design that is the fundamental of human resources in the management of organizations Job design is the main part in organizations tasks to groups and individuals with in the business world. There are core dimensions in job design that are skill variety, task identity, task signification, autonomy, and feedback. We use these dimensions to better understand which job designs that better suit organizations when deciding to work in group/teams or simply working independently. A successful job design whether in groups or individuals will result in a higher and increased performance and productivity. Overall, there are three broad factors that affect the job design that are organizational factors (work nature, workflow, and practices/ergonomics), environmental factors (employee availability/abilities and the socio-economics and cultural expectations), and finally behavioral factors (factors of human need: autonomy, feedback, diversity, and the use of skills/abilities). As reading through different material there are many pros and cons in whether deciding if all jobs should be designed around groups rather than individual based organizations.

The decision was made that this team would benefit from having cross-functional facilitators from other business groups lead business process harmonization efforts at the various sites to become better acquainted with different operational practices and the individual work stream members. These facilitators met face to face at regular periodicity to discuss their findings and decide the best way to achieve the harmonization goals. This resulted in a greater understanding of what would work best for the development of global processes as well as reducing the power differentials between teams as all now had an equal voice in decisions, leading to a greater sense of shared goals. Social interaction between the facilitators and team leads also improved team interactions slightly by creating a more personally familiar and less formal environment.

The goal is to choose the most competent person for the position by carefully reviewing all

The effect of Work Design on other organisational functions and activities including Production, Finance, Human Resources, and Marketing etc.