The article focuses on the analysis of models for efficiency evaluation of corporate training programs for managers based on the principle of cross-functionality taking into account the type of educational organization. According to the authors, the expected results of corporate re-training of managers on the basis of cross-functionality, first of all, is the formation of diverse, additional competences. The emergence of new types of employees with diverse competencies who follow certain rules of relations between employees contributes to the consistent increment of innovative knowledge among employees, which fully corresponds to the changing needs of production and the digital economy. The work was carried out on the basis of study of Russian and foreign scientific publications, practical experience of authors and the survey of developers of corporate training programs and specialists on the basis of the principle of cross-functionality. The 7 most commonly used assessment models have been identified. The results are of interest to corporate training and continuing education professionals during the planning and development phase of educational programs.
The article aims to analyze cross-functional interaction and suggests several principles of the cohesion of a team of staff. The issues of cross-functional principles of interaction are currently quite a new phenomenon in company management and business environment, which involves co-working, mutually-connected activity of the staff from various departments, which has a potential to ensure fast and integral cooperation to achieve common goals. The author highlights different sides and multidimensional nature of cross-functional interaction. By relying on the academic work by national and international researchers the author arrives at the conclusion that the given interaction can be achieved by means of employees’ awareness of the significance of co-working and employers’ efficient application of management tools. The article provides examples of the managers applying principles conducive to ensuring cross-functional cooperation and team-building. The author comes to the conclusion that to create cross-functional interaction a special role is given to effective communication between departments, employees’ recognition of the reality that cooperation in a company is multifaceted and multi-track work.
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