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Matrix management is a system where individuals report to more than one supervisor or leader, often in cross-functional or cross-business groups. Learn about the types, examples, advantages and disadvantages of matrix management, and how to make it work.
A cross-functional team (XFN) is a group of people with different functional expertise working toward a common goal. Learn about the benefits, challenges, and effects of XFNs in business, as well as their role in matrix management and decision making.
A common example of project teams are cross-functional teams. [33] A project team's effectiveness is associated with the speed with which they are able to create and develop new products and services which reduces time spent on individual projects.
Concurrent engineering is a work methodology that integrates design, manufacturing, and other functions to reduce product development time and cost. It involves cross-functional teams, iterative design, and consideration of the product life cycle.
A responsibility assignment matrix (RAM) or RACI matrix is a model that describes the participation by various roles in completing tasks or deliverables for a project or business process. Learn about the key roles, alternatives, and examples of RAM in different contexts.
Learn about the functional leadership theory, which focuses on the actions and behaviors of leaders rather than their traits. Find out the eight functions of leadership, the criticism of the model, and the implications for the nature versus nurture debate.
Learn about the concept, characteristics, and history of high-performance teams (HPTs), which are groups of people who achieve superior business results. Find out how HPTs use participative leadership, effective communication, valued diversity, mutual trust, and other strategies to overcome challenges and outperform expectations.
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, [1] who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. Tuckman suggested that these inevitable phases ...