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Matrix Management

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Matrix management is associated with a matrix organizational form. A matrix form of organization is an organizational structure with two or more (a) channels of command, (b) lines of budget authority, (c) sources of performance reward, and (d) so forth. Among the advantages of the matrix organization are the following: (a) different strategic priorities may be both managed directly and represented in total enterprise planning; and (b) rapid strategic response to changing conditions is facilitated. Among the disadvantages of the matrix organization are the following: (a) fixing responsibility is often more difficult than in conventionally organized firms; and (b) personnel are, at times, confronted with conflicting loyalties.

This research examined, at a general level, the concept of matrix management. More specifically, this research assessed the following statement: "Critics have described matrix management as being costly, cumbersome, and overburdening to management, whilst proponents praise its efficiency and flexibility" (Larson & Gobeli, 1987, p. 126).

Placing Matrix Management in Perspective

Most organizational structures are product/process- or functional-based (Gortner, Mahler, & Nicholson, 1998). Mixed organizational structures, however, have long been common. The hybrid organizational structure attempts to combine the advantages of both product/process-based and functional-based stru

. . .
ly adapt to a dynamic situation" (Ford & Randolph, 1992, p. 272). Improved information flow and flexibility of responses by team members in a matrix structure allow resources to be quickly and easily moved from idle or otherwise unproductive uses and applied to new, more productive opportunities as they arise. Response flexibility, thus, is introduced into the organization, as project management can assign expensive specialists and equipment over a changing array of projects in the form of project teams. Simultaneously, functional expertise is retained as these specialists typically maintain their associations with their functional areas while they are assigned to various projects (Iansiti, 1995). The matrix structure facilitates high quality and innovative solutions to complex technical problems. Improved information processing eases the task of sharing of technical information among members of an organization who can best use it. This increased flexibility facilitates technical decision-making within an organization to adapt quickly to changing technical conditions. Resources also are used more efficiently within the organization. The multidisciplinary approach to a project management through the application of matrix
. . .

Some common words found in the essay are:
Ford Randolph, Gemmill Wilemon, Mahler Nicholson, Tjosvold Andrews, Summary Matrix, Hart Kahn, Teams Cross-functional, matrix management, Management Journal, Larson Gobeli, Management Review, ford randolph 1992, randolph 1992, ford randolph, matrix organization, nicholson 1998, cross-functional team, gortner mahler nicholson, organizational structure, matrix structure, gortner mahler, mahler nicholson, mahler nicholson 1998, barker tjosvold andrews, matrix organizational structure,
Approximate Word count = 1774
Approximate Pages = 7 (250 words per page)

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