![]() ![]() According to Parker, teams vary in purpose, which can be “product development, systems development, quality improvement, problem solving, or reengineering.”Ī prototype of what became the Abrams on display at Aberdeen Proving Ground, Md. ![]() Parker defines the three dimensions of the teams as purpose, duration and membership. These competitive advantages are made possible by the confluence of three major characteristics or dimensions of cross-functional teams. Such teams generally help organizations compete better by increasing their speed of output, adaptability and overall responsiveness to the needs of their customers-in the Army’s case, the soldier. ![]() ![]() Parker similarly defines such a team as “a group of people with a clear purpose representing a variety of functions or disciplines in the organization whose combined efforts are necessary for achieving the team’s purpose.” Team-building consultant and author Glenn M. Here, the competitive advantages of cross-functional teams will be used as a lens to analyze them and show what qualifies the task force as such a team, as well as how the task force benefited the Army in its brief existence from January to August 1972.Ī cross-functional team is a group of people with varied expertise working together toward a common purpose. Take the case of the 1972 Main Battle Tank Task Force-a cross-functional team created to foster development of the M1 Abrams main battle tank during the intense U.S.-Soviet strategic competition of the Cold War. M1 Abrams tanks and, to the far left, Bradley Fighting Vehicles of the Mississippi National Guard prepare for an exercise in Kuwait.
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