CONSIDERATIONS FOR MARKETING MANAGEMENT [7]
论文作者:匿名论文属性:短文 essay登出时间:2009-06-07编辑:刘宝玲点击率:12366
论文字数:5000论文编号:org200906071540257580语种:英语 English地区:中国价格:免费论文
关键词:CONSIDERATIONSMARKETINGMANAGEMENTliteratureDEPARTMENTSFUNCTIONS
sufficient because the situation has low task uncertainty and a narrow task scope. Functional initiatives are thus viewed as reflecting the lowest levels across the four knowledge creation processes within an organization and conceived as converting organization data into organization information. A functional initiative by marketing would not result in organization-wide information as such information would reside solely in the marketing area. The following propositions about functional initiatives are offered:
Proposition 1: Situations with low task uncertainty and narrow task scope would be best served by functional initiatives.
Proposition 2: Functional initiatives should be easier to implement than (a) multifunctional initiatives and (b) cross-functional initiatives.
Proposition 3: Functional initiatives should be less resource consuming than (a) multifunctional initiatives and (b) cross-functional initiatives.
Multifunctional Initiatives
There are a number of situations where focusing solely on one function alone will lead to suboptimal performance for the firm by subordinating broader company goals to those goals of the individual function (Ballou, Gilbert, and Mukherjee 2000。The linking among the functions is needed in these situations by way of initiatives that enable such linking versus being strictly functional in nature. Multifunctional and cross-functional initiatives represent these initiatives and serve the purpose of involving personnel from more than one function. The pressing issue is that marketing literature has equated multifunctional and cross-functional initiatives when a keen distinction should be made between these two types of initiatives.
Multifunctional initiatives describe initiatives where personnel serve a liaison role to represent their respective function's views. Because there is closer association with the function than the initiative, there is little vested interest in freely working across functions. Leaders of multifunctional initiatives may oversee the initiatives direction, but they have little to no control over rewards and compensation as participants still own allegiance and are duly responsible to their respective departments. Multifunctional initiatives would conceivably create role conflict with participants and set the stage for interfunctional conflict due each participant representing his or her own function's views. But even with such challenges, multifunctional teams are a popular team choice for integrating departments (Griffin 1997).
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