141.Matrix organization structures provide for more efficient use of organizational resources.
142.A recent trend in organization models is the development of cross-functional, self-managed teams of employees who work together on a long-term basis.
143.Cross-functional self-managed teams are groups of employees empowered to work with suppliers and customers to develop new products and give great service.
144.Cross-functional teams serve as advisory committees offering their expertise to line decision makers.
145.Cross-functional teams defy the trend towards customer-driven organizations.
146.Cross-functional teams consist of employees from different departments who work together on a long-term basis.
147.Cross-functional teams avoid involving groups outside of the firm to ensure their plans are not leaked to their competitors.
148.Cross-functional teams work best when the "voice of the customer" is brought into organizations.
149.Cross-functional teams work well when leadership of the team is shared.
150.Including customers and suppliers on cross-functional teams violates the interests of stockholders.