Abstract

It is important to recognize the functional department environment as the context in which team-based organizations operate. This paper describes how the transition to a team-based organization alters conventional manager- subordinate expectations and relationships. The author suggests guidelines that fit the new relationships and support effective, high-performing teams.

The three areas of change are decision-making authority, communication practices, and professional standards. Decision-making authority, which is at the heart of multi-functional teams, is actually a composite of bits of authority brought together from multiple sources. Alignment between functions and their members serving on teams is required for teams to be effective. Alignment depends upon a clear understanding of relationships between team members and their managers. Communication practices play an important role in team alignment. Management must clearly define how teams fit in and must recognize developments of significance to their home department. Professional standards define the team's responsibilities and professional contributions.