Concept of Matrix Management

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 ma

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nctional 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 management through a cross-functional team structure facilitated the maintenance of functional expertise which more often than not is not possible in other organizational forms, such as organic and mechanistic. "In other words, projects benefit from the use of functional economies of scale while remaining small and task oriented enough to stay technically innovative (Ford & Randolph, 1992, p. 277). The matrix structure assists in the development of knowledgeable, technically competent individuals "who eventually become matr

Category: Business - C