For visual representation, please see the diagram in this. Additionally, within this structure, , with a company having divisions in North America, Europe, East Asia, etc. However, the divisional structure lets each product line excel, better serves customer niches and can cater to geographic and cultural differences. Otherwise, their time is charged against the budget of their function manager. In each case, adequate conceptualization by top managers would probably have simplified the organization design and forestalled the layering, which occurred because of power maneuvers. By using this format, however, we do not mean to suggest that simple first-aid treatment of pathologies will cure them.
We would be delighted to talk to you and discuss your particular business issues and how we can help. Collapse during economic crunch When business declines, the matrix becomes the scapegoat for poor management and is discarded. Because the allocation of authority and responsibility is not clear and members of the lower levels may be confused by various line orders and staff advices. Then you can make an informed choice if you have the chance to decide your future job environment. Line and Staff Organisational Structure : Most large organisations belong to this type of organisational structure.
One needs to ask why the functional specialists could not be trusted to act on the spot in regard to most product decisions in ways that would be consistent with the general guidelines of their functional departments? Power struggles Managers jockey for power in many organizations, but a matrix design almost encourages them to do so. To illustrate the organizational principles, a matrix will be considered first in which there is a balance of power between the project and functional managers. To make decisions in other ways was considered illegitimate and not in the spirit of matrix operations. The matrix falls in between, and includes a variety of organizational alternatives ranging from a weak to a strong matrix. For this successful outcome three things are necessary.
Teamwork When all the employees of a certain specialization are grouped together, they are able to better take advantage of teamwork to accomplish their collective tasks. Will decisions, no matter how well thought through, be made too late to be of use? What do you do with several thousand people when the project is completed? There is a tendency for line authority to become dictatorial. However, solid lines normally connect managers with their direct subordinates, the man above being the boss. A power struggle in a matrix is qualitatively different from that in a traditionally structured hierarchy because in the latter it is clearly illegitimate. Companies tend to turn to matrix forms: 1. What he must do above all, however, is protect the weak dimension in the organization, not necessarily the weak manager in charge of that dimension.
Advantages of Functional Organisation: a. But management can budget such time in advance so that it can scrutinize the variances from the budget. Measures management can take to prevent this pathology do not lie within the matrix itself, as much as with improvements in basic managerial skills and planning. A research matrix organization If the multidisciplinary need is really there, and if project management is necessary, then the matrix is a viable organizational solution. The project manager probably has line management responsibility for the project team members.
Managers need to confront internal conflict, but also to recognize that confrontation is secondary to maintaining effective external relationships. As executives develop greater confidence with the matrix form, they bring the dotted line relationship out of the closet, and grant it legitimacy. As previously pointed out, the functional manager is normally perceived by project personnel to be the real boss. The matrix structure has for decades retained a portfolio of addressing robust projects with accountability from team members. Functional Structure Functional structure groups employees into departments based on the type of work they do, such as accounting, sales, marketing, production or human resources. Not only is it not for everyone, but it cannot be guaranteed to work.
However, if these companies follow the normal business cycle, there will be a period of two to five years before they experience another economic crunch which is more than enough time for the matrix concept to spread throughout a company. The direction of work flow depends on the distribution of talents and abilities in the organisation and the need to apply them to the problem that exists. In project work conflict is inevitable; keeping it constructive is the problem in matrix management. But in the functional authority organisation, staff personnel who are specialists in some fields are given functional authority The right of staff specialists to issue orders in their own names in designated areas. It is not just a question of balance of power, but does the project manager have sufficient clout to be effective? A disadvantage is that rumors and gossip can spread through the grapevine. The project manager have functional in dependency and they can get quick feedback with information related with projects. On reflection, we can understand this.
He will have a part-time role, and no administrative staff will report to him. A weak matrix is described as having only a part-time coordinator whereas a strong matrix has a project office containing such project functions as systems engineering, cost analysis, scheduling, and planning. Constant clearing—In one company we know of, various functional specialists who reported to a second boss, a product manager, picked up the idea that they had to clear all issues with their own functional bosses before agreeing to product decisions. Organizations must communicate their vision, objective, and goal with their employees. As project integrator, he has the overriding responsibility for evaluating every key project decision to determine how it interfaces with the other project tasks, and with his schedule and budget.