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BREAKING DOWN BARRIERS PART I INTERDEPARTMENTAL TEAM BUILDING

BREAKING DOWN BARRIERS PART I INTERDEPARTMENTAL TEAM BUILDING Many organisations are under pressure to diversify products,respond more aggressively to competitors, and reduce inventories.Businesses which operate along traditional, formal lines often cannotadapt sufficiently quickly to these new demands. To be more responsive,people in different functions need to be more collaborative and lessinsular towards one another. This article, the first of a two partseries, describes techniques which can build understanding and activecooperation between departments and hierarchical levels. The techniquesare categorised into six levels 1 awareness of one anothersperceived pressures and bottlenecks 2 appreciating how differentpersonal strengths can be complementary 3 designing procedures fordecision making and information flow 4 setting up temporary teams totackle companywide improvement areas 5 identifying roles andresponsibilities and 6 changing the formal structure. Thesetechniques are analysed in terms of the usual timescale ofimplementation and of the potential risk of getting itwrong. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

BREAKING DOWN BARRIERS PART I INTERDEPARTMENTAL TEAM BUILDING

Industrial and Commercial Training , Volume 23 (1) – Jan 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0019-7858
DOI
10.1108/00197859110135334
Publisher site
See Article on Publisher Site

Abstract

Many organisations are under pressure to diversify products,respond more aggressively to competitors, and reduce inventories.Businesses which operate along traditional, formal lines often cannotadapt sufficiently quickly to these new demands. To be more responsive,people in different functions need to be more collaborative and lessinsular towards one another. This article, the first of a two partseries, describes techniques which can build understanding and activecooperation between departments and hierarchical levels. The techniquesare categorised into six levels 1 awareness of one anothersperceived pressures and bottlenecks 2 appreciating how differentpersonal strengths can be complementary 3 designing procedures fordecision making and information flow 4 setting up temporary teams totackle companywide improvement areas 5 identifying roles andresponsibilities and 6 changing the formal structure. Thesetechniques are analysed in terms of the usual timescale ofimplementation and of the potential risk of getting itwrong.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Jan 1, 1991

References