Information TechnolCross-Functional Teams
Formation of teams is one single milestone toward a winning leadership performance in a TQM-based business enterprise. The fact is it is a business firm which bases solely on the processes conducted by teams that operate interdependently. Such teams efficiently make use of the knowledge workforce in an integrated fashion which is not possible in a conventional work environment despite that fact that they might be working interdependently. Ciamppa (1992) regards such teams as responsible for mutual credit of their efforts in business operations.
Employees can either be given authority to control actions or be controlled themselves by IT systems. IT enables the empowerment of effective decision-making on the part of employees by letting them access current data bases; furthermore, the same technology may be operated to bring into force employee control and checks. It is necessary for business firms to well define the process of allowing authority to employees to acquire from TQM steps undertaken by it. IT is one single source that allows a workforce to communicate properly among each other to make effective decisions.
Among other IT solutions are Computer-Supported Collaborative Work (CSCW), systems that support team decisions, groupware and so on. All these focus on stabilizing business operations among different teams. For instance, to design an enhanced produced communication across different departments such as marketing, research and development, and production is necessary which is observed by IT which should help meet a faster flow of information from all these departments.
A case study that focuses on the same process where different teams came at play from different sites. As such communication for the making of new products put forward great support to bring in distributing information. In this way the teams that work at distances over networks only are functional to communicate only by network technologies. For example, one fast emerging area in this regard in the cellular networking that enables virtual teams to for at different places at different times (Hameri and Nihtila, 1991). Spinout
Inter-organizational information systems (IOS) support to build up a prolonged partnership among firms. These are structured on networks which are both private and public. As such, mutual decisions are taken for the operations to be conducted in business for example the use of electronic fund transfer (EFT) for fund transfer, and other procedure undertaken for documentation and so forth. To operate such a system, a mutual ground in established where all decisions are taken so every party knows how all business transactions are going to happen.
For prolonged operation among different parties, Electronic Date Interchange (EDI), Virtual Private Networks (VPN) are instances used to execute IOS via the use of information technologies (Senn, 1996). Networking It was the realization of bringing into effect a need to cooperate that led Fujisawa to win over the lapses of his decisions making process. Individual business firms were formed into individual customers.
Quality management stress to reshape the size of firms for better productivity and this can be obtained if firms work together on building upon a single fruitful idea. For example, business firms can come forward to form a network with their strategic partners even with their rivals in the market. For example a building network with strategic partners has proved to be vital in the case of JIT Purchasing; on the other hand, networking with rivals has been evidently victorious in the case of Prato Textile (Malone and Laubacher, 1998).
Extranets (Internet expanded on Internet) and other technologies of ecommerce let business firms to authorize their strategic associates, consumers, and several other parties. Besides the networks that work inside the boundaries of an business firm, there are now emerging networks that are built up to enable a working environment where suppliers, consumers, and other strategic partners can come to perform business activities via Extranet. Levi Strauss is one example.
It lets its textile partners to approach its data base to examine its production operation so that they on-time can order a desired product and can get a timely shipment. National Semi Conductor’s (NSC’s) Extranet is another example. Here its customers are found world over who are connected via Extranet. They all come to work together to develop design for NSC’s microchips. Their data bases are approachable by an application which is groupware in nature.