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 structures "while avoiding the weaknesses of each" (Gortner, Mahler, & Nicholson, 1998, p. 121). The matrix organizational structure groups staff into functional areas, with temporary assignments to special project groups, or teams. Such special project teams are multi-functional in character. This approach to the team concept "produces a matrix in which the columns represent projects and the rows represent functional departments" (Gortner, Mahler, & Nicholson, 1998, p. 121). The matrix is "a fairly complex form of organization and 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 ...