Abstract
The paper looks at Robert Keller's article "Cross-Functional Project Groups in Research and New Product Development: Diversity, Communications, Job Stress, and Outcomes" that is a report on a research study on cross-functional project groups. The paper describes how Keller developed a model of cross-functional project groups, and tested hypotheses on 93 research and new product development teams, from four companies.

From the Paper
"Robert Keller's article "Cross-Functional Project Groups in Research and New Product Development: Diversity, Communications, Job Stress, and Outcomes" is a report on a research study on cross-functional project groups. Keller developed a model of cross-functional project groups, and tested hypotheses on 93 research and new product development teams, from four companies. Keller begins by reviewing the conventional wisdom on cross-functional project groups. He defines cross-functional project groups as groups that comprise members from different functional areas of the corporation, and..."

Tags:team, cross, functional

Abstract
This paper considers training and development for a virtual team concept for a beer company expanding operations in Italy and Germany, noting how the team concept has become more common in recent years. It looks at how it has been used with problem-solving teams, cross-functional planning teams, sales teams, technology integration teams, with teams serving to improve coordination and cooperation, empower people, direct creativity and innovation and cut costs.

From the Paper
"The move by this beer company to expand operations in Italy and Germany will follow the virtual team concept and requires particular emphasis on training and development, especially with reference to the creation of virtual teams. Italy and Germany are selected for their particularly advanced status as countries with strong brewing culture and so with an already-trained workforce for this sort of expansion. Longenecker and Neubert (2000) note how the use of teams has become more common in recent years and has been seen with problem-solving teams, cross-functional planning teams, sales teams, technology integration teams, and so on. Teams serve to improve coordination and cooperation, empower people, direct creativity and innovation, and cut costs. "

Tags:virtual, teams, business

Abstract
This paper provides an analysis of work teams and their significance and how they are formed and maximized at Duncan Oil, a Texas based company. The analysis is based on an interview with the supervisor of the work teams.

From the Paper
"Roger Smith is a team facilitator for work teams at Duncan Oil company. He oversees the forming and performance of work teams at various drill sites as they accomplish the tasks for each project. Duncan Oil company uses teams as a means of making continuous process improvements on site because of their ability to communicate respond adapt and coordinate the field work environment. Team work is so important to the success of each oil drill project that Smith oversees the hiring of employees ..."

Tags:enthusiasm, positive energy, synergy, cross-functional teams, diversity, roles, conflict

Abstract
This paper explains that De Jong, de Ruyter and Wetzels (2006), in their research article 'Linking Employee Confidence To Performance: A Study Of Self-Managing Service Teams', review the specific variables, which can impact the overall performance of self-managed teams (SMTs). The paper points out that De Jong and coworkers argue that what occurs at the individual level clearly has repercussions for how the team operates and how effective they are at performing their job. By providing a direct link between team performance and clear quantitative measures, this research codifies the importance of internal team development in improving outcomes for the organization. The paper relates that, while the focus of this research is not the internal dynamics that lead to team efficacy, there is strong support for these identified quantitative factors, which are needed to create team efficacy and improve organizational outcomes.

Table of Contents:
Author's Main Point
Conducting Research
Personal Experience
Comparison of Ideas

From the Paper
"The results provided in the investigation suggest that team efficacy had a positive impact on both customer perceived service quality and financial performance of the team. In short, team efficacy was important for bolstering customer satisfaction and the overall performance of the team. Placing these results in the context of personal experience, it seems reasonable to argue that I have experienced this in practice. As a member of a cross-functional team, I have found that that ability of individual members to effectively contribute to the team is essential to how it performs."

Tags:individual efficacy, group potency, service delivery, cross-functional

Abstract
The paper explains that the effectiveness of project managers in a team environment is directly linked to their emotional intelligence (EI) and corresponding ability to create an environment of transformational leadership in their organizations. The paper shows how transformational leadership styles, supported by a strong set of EI precepts, values, behaviors and approaches to interacting on cross-functional teams, does deliver significantly stronger results over time.

Outline:
Summary
The Generational Shift in Valuing Emotional Intelligence
Emotional Intelligence Theories
Evaluating Team Leadership and Emotional Intelligence
Transformational Leadership and its impact on Cross-Functional Teams
Summary

From the Paper
"Early theorists often remarked that knowledge of and strategizing over the emotions of workers was tantamount to manipulative management practices, and that emotions were to be controlled first by the individual. The beginnings of EI were quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were to be controlled by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940)."

Tags:achievement, cooperation, Salovey, Mayer, Goleman, Boyatzis

From the Paper
"Introduction
Lean manufacturing techniques combine just-in-time processes with total quality management and cross functional teams in order to create an environment where inventory costs are reduced, production processes are made more efficient, individual employees have greater control over their tasks, and the company as a whole is able to deliver greater value to its customers. Companies which are just starting out are increasingly turning to lean manufacturing to provide them with a competitive edge in the market, but implementing a lean manufacturing environment in an existing organization can be challenging and require significant changes in the corporate culture. In spite of the challenges associated with implementing lean manufacturing, a large number of companies, including General Motors and Boeing, have turned to this technique."

Abstract
This paper explores the characteristics of high power work teams in the business environment and treats issues of leadership, communication and power conflicts. In the paper, group decision-making processes are viewed as a crucial dimension of successful work teams.

From the Paper
"This paper explored the characteristics of effective high-performance work teams together with the imperatives for the effective leadership of such teams. Participation, empowerment and trust are key elements in building an effective high-performance team. The purpose of this paper is to explore the requirements for the development of a high-performance work team that will be effective and that will be well led. High-performance work practices increasingly are a focus of management attention."

Tags:work team, business, cross-managed, self-functional

Abstract
The human resource function is one which ties the organization as a whole to the outside community, and which also helps set the tone for the establishment of an internal corporate culture. The functions performed by human resources cross departmental boundaries, and cut across all layers of the organization, as well. This research examines the many functions that the human resource organization, and the human resource manager, must perform in today's modern organization.

From the Paper
"The human resource function is involved with four basic components: external conditions, organizational conditions, human resource activities, and objectives of the organization. The external environment influences and restricts the organization's strategies and ultimately its effectiveness. The external environment is a combination of societal, cultural, political and economic factors that influence the organization and its employees.
Economic conditions directly influence all operations of any organization, including its human resource activities. A manager's decision to hire additional people, to lay off current employees, or to grant a wage increase are all decisions influenced by economic conditions. These conditions also influence employees. For example, high unemployment rates may make employees reluctant to leave their jobs and thus result in lower turnover."

Tags:personnel, management

Abstract
The paper explains why so many CIOs fail in aligning their strategic IT plans to business objectives. The paper looks at how the entire process of creating, editing and finally seeking feedback and execution of the IT plan requires a set of skills the CIO doesn't typically use. The paper discusses the use of transformational leadership and transactional leadership. The paper concludes that implementing a successful strategic IT plan depends on the CIO creating successfully functioning cross-functional teams, using effective transformational leadership strategies and infusing a sense of ownership into the plan across departments.

Outline:
Executive Summary
A CIOs' Emotional Intelligence and Cross-functional Team Performance
Summary

From the Paper
"The role of cross-functional teams is primarily to intensely focus resources, processes, and people for the completion and project schedule for a strategic IT plan. The logic of cross-functional teams is that the varied members of the team, each from a different functional area or in larger organizations, specific disciplines including engineering, marketing, manufacturing, operations, and service can be more effective in accomplishing the many synchronized and often complex tasks in developing a strategic IT plan that supports their specific business goals and objectives."

Tags:transformational, transactional, leadership, cross-functional, teams

Abstract
This paper examines the changes in contemporary management theory compared to that of thirty years ago. Additionally, the paper points out the role of managers in employing these theories in order for their organizations to remain competitive. The paper further notes that today's organizations look more for authenticity and accountability in leaders. Various CEO's of major corporations are cited for displaying this trait, such as Steve Jobs and Bill Gates. Next, the paper discusses the pros and cons of cross-functional teams in organizations and how they fit into the management scheme. The paper concludes by stating again the importance authenticity and transparency in order to gain the trust of employees and stakeholders alike.

Outline:

Introduction
The 21rst Century Leader
Conclusion

From the Paper
"What is immediately apparent when one considers that the cultures of organizations over time reflect the values of their leaders (Schein, 2004) is that today's organizations look more for authenticity and accountability in leaders first (Keyton, Smith, 2009) and place significantly less emphasis on their authoritarian roles. One need only consider the cultures of Google or Microsoft to see that two generations ago they would have been completely unacceptable for their free-flowing, more egalitarian organizational structures. Even Microsoft has a more top-down, structured environment compared to the highly egalitarian, purely expert-driven leadership styles within Google. One point is clear however despite the variations in the Google and Microsoft cultures, which are so typical of the cultures so many organizations emulate today. Expert and referent power are absolutely essential for any CEO to retain credibility and grow trust in these types of collaborative organizational cultures."

Tags:production efficiency, leadership strategies, cross-functional team, transformational leaders