The introduction of cells has in general been beneficial to organizations by improving productivity and quality, reducing lead times and providing non‐routine jobs for personnel within the cell. However, there is no doubt that such changes create conflict due to the transition from a functional structure to a more flexible cellular environment. Charts the development of the cell structure within an aerospace company in order to identify the potential problems which can arise between the various participants both inside and outside the cells. Uses Maister’s Professional Service Firm model to identify the roles and responsibilities of the support functions and management which service the cells. Proposes that this framework not only illustrates how planning and organizing issues can be addressed using the concepts developed by Maister, but also provides an illustration of how one model propounded by management educators can provide a foundation for enhancing organizational performance.
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