The Concept of Matrix Management

The matrix organizational structure groups staff into functional areas, with temporary assignments to particular project groups, or teams. This sort of specific project teams are multi-functional in character. This procedure on the team idea "produces a matrix wherever the columns represent projects and also the rows represent functional departments" (Gortner, Mahler, & Nicholson, 1998, p. 121). The matrix is "a pretty complex type of firm and is commonly each pricey and time consuming to administer because of all the crosscutting of lines of authority and accountability that ought to be coordinated" (Gortner, Mahler, & Nicholson, 1998, p. 122). Nevertheless, a matrix organizational structure and matrix management has been discovered to be potent in applications of the empowered cross-functional team concept (Anerson, 1994).

Cross-functional team structures are very important during the workout of manage 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.

Another point that influences the applicability of matrix management during the form of the cross-functional team structure is organizational culture. An organizational culture "is the environment of beliefs, customs, knowledge, practices, and the conventional behavior of a specific social group. Every organization, each organization has its several character" (Cleland, 1988, p. 49). Organizational culture is significant as it unites persons with a function under a "set of principles and standards to live and jobs by. It exists at all levels of the business and is shaped by its numerous subcultures, in addition to by the society where it exists" (Cleland, 1988, p. 50). Certain organizational cultures are much more receptive to matrix management and cross-functional structures than others. Organizational cultures characterized by a rigid bureaucracy, minimal interdepartmental interaction, powerful vertical reporting lines, and smaller tradition of adjust are not incredibly receptive to cross-functional structures. "In fact, unless the culture can also be changed, resistance or open hostility to matrix might occur. Corporations having a tradition of 'openness' and adjust are additional suited for matrix structures. The move to a matrix is usually 'easier' for these organizations (Ford & Randolph, 1992, p. 279).

 

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