The Manager of a Newly Formed Cross-Functional Team Is Trying

The manager of a newly formed cross-functional team is trying to get her team organized. The team is composed of individuals from marketing, engineering, finance, information technology and human resources. After taking some time to ""break the ice"" with her team members, she shifts her focus to the challenging task of defining the roles of the team members. Based on the guidelines for managing team roles, which of the following should the manager do?

A) Focus on defining task-oriented roles for each team member.
B) Define roles for the overall team, but not for individual members of the team.
C) Recognize that role ambiguity and role conflict are an inherent part of the process and must be accepted.
D) Let the team members decide what their roles will be without any involvement from the leader.
E) Understand the roles you must play as a leader -- and the roles you need not play.