In the 1960s and earlier, frequently big corporations were logically arranged into silos, in which divisions of employees reported to a line or functional manager. The attempt to restructure the organization to develop workable project management teams is referred to as a matrix organization.
Several different categories of matrix organizations exist. In each, the goal is to create a balance of power between each manager's particular functional needs. The primary types of matrices include: The Weak Matrix, Strong Matrix, and Balanced Matrix organizational structure. This article will cover the benefits and drawbacks of the strong matrix organization structure.
A Balanced Matrix Organizational Structure
According to the old adage, absolute power results in absolute corruption. Because in every type of matrix structure a power struggle occurs, a method of balancing each group is necessary to avoid this problem. If this is not controlled, one group of managers will control the other group. This will be unhealthy for both the project and the overall organization, even if individual aspects of an organization or isolated projects may continue to succeed for a time. For example, a singularly controlling project manager might dominate a functional manager and force them to always relinquish the most valuable team members with which to complete the projects.
One manner of solving this issue is to devise organizational boundaries that determines when each manager can control a worker. These guidelines should be based upon a particular set of circumstances. Consider an example in which a rule is made stating that a worker will be managed solely by the functional manager if an expected project will last for less than a week's time. If, however, the project is expected to last longer than a week, the project manager will be in control. Alternatively, a rule could be devised stating that a worker may not be employed by a project manager to work on two projects in a row.
A variety of possible rules and structures may be imposed to achieve the goal of balancing power between project and functional managers so that a win/lose condition is avoided. Obviously, the balanced matrix takes its name from the balance of power that results in this structural format
Daiv Russell is a management and marketing consultant with Envision Consulting in Tampa, Florida. Get more information on matrix organizational structure at project-management-course.info. Choose the right Project Management Software and optimize your Gantt Charts
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