PSY1129 Chapter Notes - Chapter 13: Cross-Functional Team, Role Conflict, Departmentalization
Document Summary
Division of labour and patterns of coordination, communication, workflow, and formal power that direct organizational activities. Relates to many ob topics (job design, teams, power) Results in specialization, separate jobs for different people. Value of division of labour is limited to ability to coordinate that work. All firms use informal communication for coordination. Easiest in small firms, but technology extends its use in large firms. Larger firms also apply informal communication through: Integrator roles would coordinate the work process and encourage workers in different departments to share knowledge; more complex. Temporary teams such as cross-functional teams e. g. , going to launch a new product; have a cross functional team made up of someone from marketing, finance, etc. Provide expertise and knowledge about launch of new product. Takes away some of the power from the employees and they may then rely on the supervisor to do the coordination can create difficulty when the supervisor is absent due to the formal channel.
