INNOVATION (INDIVIDU) PDF.pdf - QUESTION 1 FOUR TYPE OF...

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1 QUESTION 1 FOUR TYPE OF TEAM STRUCTURE 1.1 FUNCTIONAL TEAM In a functional structure, a common configuration, an organization is divided into smaller groups by areas of specialty such as IT, finance, operations and marketing. Some refer to these functional areas as silos (entities that are vertical and disconnected from each other). Correspondingly, the company’s top management team typically consists of several functional heads (such as the chief financial officer and the chief operating officer). Communication generally occurs within each functional department and is transmitted across departments through the department heads. Figure 1.1: Functional Structure at FedEx
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2 1.2 LIGHTWEIGHT TEAM A lightweight team is a new product team charged with successfully developing a product concept and delivering to the marketplace. Resources are, for the most part, not dedicated and the team depends on the technical functions for resources necessary to get the work accomplished. A lightweight team is sometimes called a lean team. Project manager works with department liaison and determine the task and responsibilities of the team member. Strength for this type of team is better coordination to ensure project completion and better communication. For the weakness when there is week project leader and weak focus for members Figure 1.2: Lightweight Team Structure
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3 1.3 HEAVYWEIGHT TEAM When new processes need to be created, it requires a heavyweight team. The term refers to a group of people who are pulled out of their functional organizations and placed in a team structure that allows them to interact over different issues at a different pace and with different organization groups than they habitually could across boundaries of functional organizations. Company need to implement heavyweight team structure when there is a well- defined interface between the activities of two different people or organizational groups meaning that you can clearly specify what each is supposed to deliver, you can measure and verify what they deliver, and there are no unanticipated interdependencies between what one does and what the other must do in response then those people and groups can interface at arm’s length and do not need to be on the same team. When these conditions are not met, then all unpredictable interdependencies should be incorporated within the boundaries of a heavyweight team. The team’s external boundary can be drawn where there are modular interfaces. To be successful, heavyweight teams should be co-located Figure 1.3: Heavyweight team structure
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4 1.4 AUTONOMOUS TEAM Autonomous Teams are many, engaged employees, less required management, decisions are faster because they are made at the application, key points about quality, safety, and productivity are uncovered, continuous improvement capacity is increased, and real time decisions are now based on customer requirements for service and quality. The new responsibilities of the Supervisor will facilitate, grow, and
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