Term
| x functional leadership - Issues for lateral influence |
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Definition
may not be suppported by legitimate position power
may involve relative equality of power, interdependency
may involve inter-functional, line / staff political conflict |
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Term
| x functional leadership - key influencing tactics |
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Definition
personal appeal / ingratiation
rational persuasion
exchange (likelihood of genuine reciprocity)
legitimating ( to depersonalise power issues)
networking > connection power (pedler et al)
interdepartmental promotion, profile-raising and image / issues management (Taylor) |
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Term
| x functional leadership - reasons for increase cross-functional teamworking |
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Definition
increasing involvement of purchasing staff in strategic procurement decisions
increasing adoption of supply chain philosophy > need for integrated work flow
makes best use of developments in ict
world class systems (eg MRP, TQM) require teamwork for implementation
global market / technology development etc > need for expert input
reduction in time to get things done (via co-ordinated effort)
improved ability to solve complex problems
improvement in organisation's customer focus
improved creativity, innovation, learning (via multi-disciplinary interaction)
> short term project work or longer-term programmes: eg global sourcing, outsourcing, new product development, quality management, purchase of capital items etc. |
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Term
| cross-functional leadership roles |
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Definition
programme owner / sponsor
Sets objectives, takes overall responsibility for achievement (eg HoP).
V
steering committee
senior managers from user / stakeholder functions, chaired by HoP. Advice and support for programme / project.
V
programme manager
responsible for operational matters, deadlines, standards |
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Term
| roles of a supply management professional on a cross functional team |
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Definition
providing process knowledge / expertise
providing content knowledge
liaising with supply staff to ensure project needs get attention
putting forward supply management viewpoint |
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