Cross-functional teams in the internal environment of small and medium-sized enterprises within cluster structures

The purpose of the article is to improve the process of managing the creativity of the cross- functional team based on the theory of pulse process. The research methods were general scientific and special, in particular: generalization, observation, graphic, comparison, analysis, abstraction, scenario, pulse, expert. During the study, a matrix of adjacency was created by the expert research method, which reflects the nature of the links in the chain “enterprise management – team leader-cross-functional team.” The experts in the study were the top and middle managers of Motor Sich PJSC and the results of scientific research. In all three subjects, the experts recorded a favorable impact on the images of themselves. The negative impact of management on the team leader points to a certain conflict of interest that arose at different levels of management. It was explored the feasibility of applying a number of moral and material incentives to increase the level of creativity of the cross-functional team. The interaction of subjects in the chain “enterprise management – team leader-cross-functional team” with the help of the theory of pulse process is investigated. It has been established that this approach makes it possible to formulate tactical tasks for a certain strategic goal of the development of a cross-functional team. The scenarios of interaction of subjects in the chain “enterprise management – team leader-cross-functional team” and their analysis have been constructed. A number of tactical tasks have been formed to achieve the strategic goal: from the moment of interference to the activities of the cross-functional team should be minimal; incentives and motivation can only be aimed at consolidating the team; gradually introduce the command system of motivation and change it over time; training in teambuilding. The power of connections between subjects was also investigated by means of the theory of pulse process. The maximum perturbation pulse process reaches 15 months, then the work of the cross- functional team should end. The opportunity to choose the best variant of the development of relationships in the chain “enterprise management – team leader-cross-functional team” during the management of the creativity of the cross.