is generally both costly and time consuming to administer because of all of the crosscutting of lines of authority and accountability that must be coordinated" (Gortner, Mahler, & Nicholson, 1998, p. 122). Nevertheless, a matrix organizational structure and matrix management has been found to be highly effective in applications of the empowered cross-functional team concept (Anerson, 1994).
Applying Matrix Management Through Cross-Functional Teams
Cross-functional team structures are highly important in the exercise of control over creative activities associated with high-technology-based research and development projects. The cross-functional structure is an overlay on the functional structure that creates temporary teams of organization members. "With this overlay definition as a basis for analysis, it appears from the literature that most of the advantages are derived from creation of horizontal communication linkages, whereas most of the disadvantages spring from the creation of dual or multiple authority and influence" (Ford & Randolph, 1992, p. 270).
A primary advantage of the cross-functional structure is that it solves an information processing problem. The process creates lateral communications channels not available in the classical bureaucratic form of organization. At the same time, the cross-functional structure reduces the need for vertical communication by creating self-contained task teams focused on a specific, finite project. The process improves communication among different departments and projects by forcing managers to maintain close contact with all organizational groups upon whose support they must rely for project success. This requirement places an emphasis on developing communication skills as a politically intelligent response for keeping the support of resource providers to ensure resource availa
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