• Scotiabank has implemented a shared services model by moving the majority of administrative work out of branches to form a shared services department. Branch staff can thus concentrate on customer services and enjoy greater autonomy. By giving teams greater autonomy and responsibility through a multifunctionalism approach, organizations can achieve flexibility (Kanter, 1983; Walton & Hackman, 1986). However, multifunctionalism does not simply refer to the expansion of employees' job tasks; Furthermore, it should never be an excuse for an organization to rationalize or cut jobs. My experience in the military provided an example of a broken multifunctionalism approach. During my military service, the Taiwanese military had just completed a three-year plan to reduce personnel by 20,000 (about 6% of the force). As a result, many units suffered from a severe shortage of both noncommissioned officers (NCOs) and enlisted personnel. Because many roles were limited to NCOs only, most NCOs in combat units had to assume responsibility for multiple irrelevant job duties. For example, as a battalion-level noncommissioned officer in an anti-aircraft unit, I was responsible not only for the training and education of both officers and enlisted personnel, but also for other tasks for which I had not been trained, including the 12 hour shift. of air defense radar monitoring and maintenance of engineering equipment. Such a poorly designed cross-functional team design does not empower team members; on the contrary, it contributes to lower morale, low productivity and regular staff fatigue. Organizations need to understand the goals of cross-functional teams before implementation. Through job analysis and evaluation, an organization is able to decide which tasks to perform...... at the center of the paper ......organizational development. It is a well-designed integrated system of training and development, rewards and compensation, and talent management. • Tennessee Eastman has a very innovative compensation system. Teams must first meet a set of technical, social and business skills expectations set by a cross-functional compensation policy team. Only when all team members meet initial expectations can they participate in the PASK (Pay for Applied Skills and Knowledge) plan. PASK has six levels and includes a number of “areas of competence”. Team members are expected to gain additional technical skills and hold at least two team leadership roles. As team members advance through the system, their learning goals will shift from a skill set to specialization, and ultimately, team members will be required to choose a career path. (Wellins et al., 1994)