For every deliverable that goes to a Customer, every function within the organization is equally responsible to perform the activities which are defined as efficiently and effectively as possible.
The functional heads are responsible for the activities within their department, which allows for good management controls and procedures, but many times we find that no one owns the overall process and its results. Practically we find that functional heads develop strong mind sets and will approach problems in a different manner. This brings forth conflicting goals as different functions speak different "language".
The focus on Customer or industry becomes minimal and the focus tends to be only on functional matters and immediate superior goals. This brings in a silo mindset. An example of such a conflict occurs when the delivery unit is trying to meet the targets, but the quality team is holding on the deliverables due to nonconforming product.
In his book "Designing organizations: An executive Briefing on Strategy, Structure and Process" Galbraith J describes cross-functional efforts as a lateral coordination effort. All functions at the same level (lateral) should be grouped together to produce the required output. All functions are interdependent on each other, if the organization is to succeed and obtain Customer Delight. Schermerhorm, in his book "Management for productivity" provides some tips for improving subsystem integration:
- Rules and procedures: Everyone understands what to do
- Hierarchical referral: Coordination problems go to a common supervisor
- Planning: Objectives and targets are known to everyone
- Direct contact among managers: Face-to-face contact among managers
- Liaison roles: Exchange of personnel to work in each other’s units
- Task forces and teams: People from different units on task forces
- Matrix organization: Create a matrix structure for specific projects
This helps in achievement of goals in the most efficient and effective manner.
~ Sujatha Das
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