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Chapter 9. Your Team Is Not Alone > Your Niche in the Company Structure - Pg. 101

Your Team Is Not Alone 2. 101 3. Coordination among groups of an organization:Each team must know what other teams are doing; each department must know what other departments are doing--and coordinate their action. If the Sales department plans to push the sale of a specific item, Manufacturing must be prepared to produce it, Purchasing must buy the needed raw materials, Accounting and Finance must make arrangements for funds to be available, and Human Resources must recruit people to make the goods. Teams within each department must be given their assign- ments. All must be coordinated so the process will be accomplished as planned. Coordination among various organizations:In today's complex economy, businesses become dependent upon one another. Companies subcontract work to independent businesses--of- ten in faraway cities or even other countries. Your team may work interactively with a team at another location--people they never see in person. To coordinate work with such teams is another challenge for the team leader. Coordination starts with planning. All plans must be interrelated and designed to fit in with the plans of the other teams. This is usually done by the team leaders, but in more and more situations-- especially when teams are in the same location--the entire team meets to jointly work out the plans. The team leaders work together to coordinate the implementation of the plans. It is essential that every member be thoroughly committed to them. If everybody knows what's been planned and has had a hand in developing it, there will be little difficulty in coordinating the activities of the teams. Another way of facilitating coordination is to consider the relationships among teams when laying out the facility. If teams that frequently work together are housed in the same building--even on the same floor--it makes coordination much easier. As noted in Chapter 4, channels of communication can be a major barrier to the interchange of information and ideas between teams. By setting up procedures to bypass channels, coordination between the two teams can be eased.