| dc.description.abstract | The situation found at Acme Inc is unique in that it constantly forms, disbands and reforms workgroups that contain multiple functional disciplines. While readily available for study at Acme Inc, these types of groups are also emerging across many business sectors; however, they form for significantly longer periods of time. Despite this difference many characteristics are similar: individuals are experts in their field, they have limited ability to form their own reputation and experience allows for them to understand others' expertise better. The study at Acme Inc revealed that a robust system of technical data (in place procedures) common in initial training and their ability to make decisions like a team despite overwhelming evidence of it being a group, strengthened its ad-hoc cross functional workgroups to coordinate, cooperate and communicate better. It was also found that it lacked some common enhancers resident in highly successful cross-functional teams, the closest group with existing archived research. These included the presence of a cross-functional training program and the lack of a common vision. There was little evidence of a cross-functional training program in any group with the exception of T7, and limited cross-functional assignments between maintenance and operations. Lack of a common goal manifested itself in the lack of awareness of the mission and vision statements and the overarching, broad and superlative nature of the statements themselves. Improvement in these areas that are enhancers to cross-functional teams may aid Acme Inc in performing better in the future. | |
