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 availability to the cross-functional group (Joyce, 1986). Typically, such a matrix organizational implementation increases the capability of an organization to process information. A related communication benefit of this approach is the ability to handle increased information loads over the more traditional functional structures. The increased contact among departments allows information to permeate the organization, improving decision making and response time, "which translates into an organization that can quickly and flexibly adapt to a dynamic situation" (
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