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Case study: G etting Results magazine documented the use of CFTs by Reprint Management Services of Lancaster, Pennsylvania, a small company with fewer than 30 employees. The owner of the business originally arranged his company into functional units, but found that he had an odd assortment of employees left over who did not fit into any of the existing teams. As a result, he created a permanent cross-functional team to handle special projects at the company. The results were immediate and impressive. Which of the following statements do you think are the advantages h e claimed since adopting the cross-functional team concept:A.
Employees in support roles are more concerned with profits and ways to increase sales. They now realize that the more the company succeeds, the more they benefit directly.
B.
People communicate more openly and are more helpful to each other. There is a far greater sense of teamwork instead of each person looking out for number one.
C.
Employees' problem-solving skills have improved dramatically, but it is more difficult to build consensus for a given solution.
D.
People were more likely to be passive and quiet, reasoning that the problem was not their responsibility
E.
People recognize that there is strength in diversity—that not everyone has to agree on an issue. They know they are being understood, but that some people may still choose to disagree with them, and that such differences are acceptable.
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