Matrix Organisation was introduced in the US in the early 1960s to solve management problems in the aerospace industry. It combines functional and project organization structures. The organization is divided into functions like production and R&D, each with a functional manager. It is also divided into projects, each with a project manager. Employees report to both functional and project managers, so authority flows both downward and across. It is a hybrid structure that aims to achieve specialization while allowing projects to draw resources from different functions.
Matrix Organization by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
A matrix organization combines two or more traditional organizational structures, such as functional and project structures. Employees report to both a functional manager for their department and a project manager. This creates dual lines of authority where employees take direction from both managers. Matrix organizations allow for expertise from different functions to be shared across projects, enabling quick decision making and responsiveness to changes. However, they also create potential power struggles and increased workload.
This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
The document discusses line organization and functional organization. Line organization is the oldest and simplest form, with authority flowing from top to bottom in a scalar chain. It allows for unified control but lacks specialization. Functional organization divides activities into specialized functions like operations and finance, with functional specialists providing guidance. This allows for greater efficiency and specialization but can cause confusion and lack of coordination due to multiple authorities. Both organization types have merits like simplicity and expertise, as well as demerits like overreliance and conflicts between specialists.
The document presents information on matrix organizations. It defines a matrix organization as one where employees report to more than one boss, typically both a functional manager and a project manager. The document discusses the development of matrix structures, provides examples of functional and projectized structures, and outlines the advantages and disadvantages of matrix organizations. It also describes different types of matrix structures including strong, balanced, and weak matrices and provides examples of how power and authority are distributed in each.
This document discusses different types of organizational structures. Line and staff organization combines elements of a line organization, where authority flows vertically from top to bottom, and a staff organization, where specialists provide advice and services. In a line and staff organization, line officers have authority to make decisions and direct workers, while staff officers are experts who advise line officers. There can be conflicts as line officers are responsible for results but may neglect staff advice, while staff focus only on their departments instead of organization-wide goals.
The document discusses departmentation, which is the process of dividing organizational activities into units or departments based on functions, products, regions, or customers. The key points are:
1) Departmentation aims to efficiently manage large undertakings by assigning work to those best suited and facilitating activities.
2) Common ways to departmentalize include by function, product, region, and customer, with advantages like specialization and control but disadvantages like lack of coordination.
3) Factors for effective departmentation include specialization, coordination, control, economy, and human considerations.
Matrix Organization by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
A matrix organization combines two or more traditional organizational structures, such as functional and project structures. Employees report to both a functional manager for their department and a project manager. This creates dual lines of authority where employees take direction from both managers. Matrix organizations allow for expertise from different functions to be shared across projects, enabling quick decision making and responsiveness to changes. However, they also create potential power struggles and increased workload.
This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
The document discusses line organization and functional organization. Line organization is the oldest and simplest form, with authority flowing from top to bottom in a scalar chain. It allows for unified control but lacks specialization. Functional organization divides activities into specialized functions like operations and finance, with functional specialists providing guidance. This allows for greater efficiency and specialization but can cause confusion and lack of coordination due to multiple authorities. Both organization types have merits like simplicity and expertise, as well as demerits like overreliance and conflicts between specialists.
The document presents information on matrix organizations. It defines a matrix organization as one where employees report to more than one boss, typically both a functional manager and a project manager. The document discusses the development of matrix structures, provides examples of functional and projectized structures, and outlines the advantages and disadvantages of matrix organizations. It also describes different types of matrix structures including strong, balanced, and weak matrices and provides examples of how power and authority are distributed in each.
This document discusses different types of organizational structures. Line and staff organization combines elements of a line organization, where authority flows vertically from top to bottom, and a staff organization, where specialists provide advice and services. In a line and staff organization, line officers have authority to make decisions and direct workers, while staff officers are experts who advise line officers. There can be conflicts as line officers are responsible for results but may neglect staff advice, while staff focus only on their departments instead of organization-wide goals.
The document discusses departmentation, which is the process of dividing organizational activities into units or departments based on functions, products, regions, or customers. The key points are:
1) Departmentation aims to efficiently manage large undertakings by assigning work to those best suited and facilitating activities.
2) Common ways to departmentalize include by function, product, region, and customer, with advantages like specialization and control but disadvantages like lack of coordination.
3) Factors for effective departmentation include specialization, coordination, control, economy, and human considerations.
It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Delegation of authority, responsibility and DecntralizationRajan Neupane
This document discusses authority, responsibility, and delegation of authority. It defines authority as the legitimate right to direct others and make decisions. Responsibility refers to the obligation to complete assigned tasks. There is a relationship between authority and responsibility - authority should match the level of responsibility. Authority flows downward while responsibility flows upward. Delegation involves transferring authority to subordinates while retaining accountability. The document provides guidance on what should and should not be delegated, and how to delegate effectively. It also discusses decentralization, which widely distributes authority and decision-making power throughout an organization.
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
span of control in management
span of control formula
management span of control mckinsey
management span of control guidelines
span of control best practices
span of control ratio
manager span of control benchmark
examples of span of management
span of control formula
span of control guidelines
narrow span of control
types of span of control
span of control theory
what is span of management
average span of control ratio
span of control best practices
types of span of control
wide vs narrow span of control
management span of control guidelines
span of control formula
span of control in management
span of control benchmarks
span of control best practices
span of control ratio
A matrix organization combines functional and project-based reporting structures so that employees report to both a functional manager in their department and a project manager. This allows for specialization between functional experts and project managers while also facilitating collaboration across departments for projects. However, it can increase complexity and potentially cause conflicts between managers as employees have dual reporting lines. Matrix structures are well-suited for large organizations operating in dynamic environments with multiple concurrent projects.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
A functional organization structure groups employees by specialty, while a matrix organization blends functional reporting with project management. A functional structure gives project managers little authority, while a matrix gives more power to balance priorities between projects and functions. A matrix can be weak, balanced, or strong depending on whether functional managers or project managers have more control over resources. Both structures have advantages and disadvantages related to coordination, focus, authority and efficiency.
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
This document discusses different types of organizational structures. It begins by describing a line or scalar organization, where authority flows vertically from top to bottom. It then explains functional organizations, where work is divided by specialized functions. The document also covers line and staff organizations, where line officers have decision-making authority and are assisted by staff officers who provide advice. It provides details on each type of organization, including their characteristics, advantages, disadvantages, and suitability for different business contexts.
Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.
Delegation involves assigning tasks or responsibilities to other competent individuals. The document defines delegation and discusses its benefits, barriers, and effective process. It also addresses potential pitfalls like loss of control, micromanagement, and lack of support. The key steps to delegation outlined are: introduce the task, demonstrate what needs to be done, ensure understanding, allocate authority and resources, let go, and support and monitor progress. Overall, the document provides guidance on how to properly delegate work to maximize productivity while developing employees' skills.
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources.
This document discusses organizational structure and its key elements. It begins by defining organization and organizational structure. There are different types of organizational structures including line, line and staff, functional, project, matrix, and divisional structures. The benefits of organizational structure are also outlined. Departmentalization and its various methods are then defined. The document also covers centralization versus decentralization and defines a learning organization.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
This document discusses six key elements of organizational structure: work specialization, departmentalization, centralization and decentralization, chain of command, span of control, and formalization. It focuses on explaining chain of command and span of control. Chain of command establishes clear reporting relationships within an organization based on authority and responsibility. Span of control refers to the number of subordinates a manager can effectively oversee, which varies depending on the type and complexity of work. The document also discusses organizational charts, advantages and disadvantages of structure, and introduces the concept of Holacracy as an alternative organizational model.
Delegation of authority and decentralizationAMALDASKH
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
The document discusses span of management, which refers to the number of direct reports a manager can effectively oversee. It states that too many subordinates cannot be supervised effectively by a single manager. The optimal span depends on factors like leadership skills, subordinate skills, time available, work type, supervision level, and delegation of authority. The document also describes three types of relationships in management: direct single relationships between each subordinate and manager; direct group relationships where the manager interacts with the team; and cross relationships between subordinates.
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
authority relationships: delegation and decentralizationivani katal
authority relationships, authority, responsibility, accountability, principles of delegation, importance of delegation, problems in delegation, what to delegate, whom to delegate, process of delegation, decentralization, importance of decentralization, difference between delegation and decentralization, conclusion
Matrix organisation by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
Matrix organisation is a hybrid structure that combines functional and project organisation. It was introduced in the 1960s to solve management problems in the aerospace industry. In a matrix organisation, employees report to both a functional manager for technical matters and a project manager for administrative project work. This can cause issues with unity of command but allows for specialization and optimal resource use across multiple projects.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Delegation of authority, responsibility and DecntralizationRajan Neupane
This document discusses authority, responsibility, and delegation of authority. It defines authority as the legitimate right to direct others and make decisions. Responsibility refers to the obligation to complete assigned tasks. There is a relationship between authority and responsibility - authority should match the level of responsibility. Authority flows downward while responsibility flows upward. Delegation involves transferring authority to subordinates while retaining accountability. The document provides guidance on what should and should not be delegated, and how to delegate effectively. It also discusses decentralization, which widely distributes authority and decision-making power throughout an organization.
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
span of control in management
span of control formula
management span of control mckinsey
management span of control guidelines
span of control best practices
span of control ratio
manager span of control benchmark
examples of span of management
span of control formula
span of control guidelines
narrow span of control
types of span of control
span of control theory
what is span of management
average span of control ratio
span of control best practices
types of span of control
wide vs narrow span of control
management span of control guidelines
span of control formula
span of control in management
span of control benchmarks
span of control best practices
span of control ratio
A matrix organization combines functional and project-based reporting structures so that employees report to both a functional manager in their department and a project manager. This allows for specialization between functional experts and project managers while also facilitating collaboration across departments for projects. However, it can increase complexity and potentially cause conflicts between managers as employees have dual reporting lines. Matrix structures are well-suited for large organizations operating in dynamic environments with multiple concurrent projects.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
A functional organization structure groups employees by specialty, while a matrix organization blends functional reporting with project management. A functional structure gives project managers little authority, while a matrix gives more power to balance priorities between projects and functions. A matrix can be weak, balanced, or strong depending on whether functional managers or project managers have more control over resources. Both structures have advantages and disadvantages related to coordination, focus, authority and efficiency.
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
This document discusses different types of organizational structures. It begins by describing a line or scalar organization, where authority flows vertically from top to bottom. It then explains functional organizations, where work is divided by specialized functions. The document also covers line and staff organizations, where line officers have decision-making authority and are assisted by staff officers who provide advice. It provides details on each type of organization, including their characteristics, advantages, disadvantages, and suitability for different business contexts.
Control is an important management function that involves establishing standards, measuring performance against those standards, comparing the results, and taking corrective actions when needed. Setting plans and structures is not enough to ensure an organization is functioning properly. Control requires planning standards and organizational structures to be effective. The basic control process involves establishing standards based on factors like profitability and productivity. Performance is then measured and compared to the standards to identify any deviations. When deviations are found, corrective actions are taken to realign performance with the plans and standards. Control must be tailored to individual managers and flexible enough to adapt to changing circumstances. Barriers to effective control can include overemphasis on short-term goals and increased employee frustration with control activities.
Delegation involves assigning tasks or responsibilities to other competent individuals. The document defines delegation and discusses its benefits, barriers, and effective process. It also addresses potential pitfalls like loss of control, micromanagement, and lack of support. The key steps to delegation outlined are: introduce the task, demonstrate what needs to be done, ensure understanding, allocate authority and resources, let go, and support and monitor progress. Overall, the document provides guidance on how to properly delegate work to maximize productivity while developing employees' skills.
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources.
This document discusses organizational structure and its key elements. It begins by defining organization and organizational structure. There are different types of organizational structures including line, line and staff, functional, project, matrix, and divisional structures. The benefits of organizational structure are also outlined. Departmentalization and its various methods are then defined. The document also covers centralization versus decentralization and defines a learning organization.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
This document discusses six key elements of organizational structure: work specialization, departmentalization, centralization and decentralization, chain of command, span of control, and formalization. It focuses on explaining chain of command and span of control. Chain of command establishes clear reporting relationships within an organization based on authority and responsibility. Span of control refers to the number of subordinates a manager can effectively oversee, which varies depending on the type and complexity of work. The document also discusses organizational charts, advantages and disadvantages of structure, and introduces the concept of Holacracy as an alternative organizational model.
Delegation of authority and decentralizationAMALDASKH
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
The document discusses span of management, which refers to the number of direct reports a manager can effectively oversee. It states that too many subordinates cannot be supervised effectively by a single manager. The optimal span depends on factors like leadership skills, subordinate skills, time available, work type, supervision level, and delegation of authority. The document also describes three types of relationships in management: direct single relationships between each subordinate and manager; direct group relationships where the manager interacts with the team; and cross relationships between subordinates.
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
authority relationships: delegation and decentralizationivani katal
authority relationships, authority, responsibility, accountability, principles of delegation, importance of delegation, problems in delegation, what to delegate, whom to delegate, process of delegation, decentralization, importance of decentralization, difference between delegation and decentralization, conclusion
Matrix organisation by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
Matrix organisation is a hybrid structure that combines functional and project organisation. It was introduced in the 1960s to solve management problems in the aerospace industry. In a matrix organisation, employees report to both a functional manager for technical matters and a project manager for administrative project work. This can cause issues with unity of command but allows for specialization and optimal resource use across multiple projects.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
The document provides an overview of key project management concepts including:
- Defining a project, program, and portfolio
- The role of project, program, and portfolio management
- Organizational structures like functional, projectized, and matrix
- Managing stakeholders and constraints
- The relationship between project and product life cycles
- The purpose and roles of a Project Management Office
Mdf introduction to business administration 29_apr09Lepipi
This document provides an introduction to business administration. It outlines the objectives of a training workshop on business administration, which are to identify the two overall sectors of the economy, define basic forms of business ownership, list the steps in the management process, cite leadership styles, enumerate the steps in the control cycle, and list measures to manage crises. It then discusses forms of business enterprise, ownership, the managerial role and skills, and the management process of planning, organizing, directing, and controlling.
This chapter discusses the importance of taking a systems view of project management and understanding how projects fit within the larger organizational context. It describes the four frames used to understand organizations, including structural, human resources, political, and symbolic frames. Organizational culture and structure can have significant impacts on projects. The chapter also covers project life cycles and phases, and notes that IT projects have some unique attributes compared to other types of projects.
Project-based works, cause of their temporary nature involve some particular problems and challenges that are not normally experienced by operational and functional activities. Project manager, as the highest authority of a project, is exposed to these challenges more than anyone else. This study takes into consideration “authority”, “cross-functional team”, and “workforce motivation challenge” as the three main challenges that are faced by a project manager in interaction with project human resources. Also some solutions are recommended to avoid undesirable effects of mentioned challenges
Ankit yadav class 12 presentation for office 2007Rao Dhruv
This document provides an overview of key management concepts including:
1. Management is defined as the process of getting work done through others efficiently and effectively to achieve organizational goals.
2. The key functions of management are planning, organizing, staffing, directing, and controlling. Principles like unity of command and discipline help managers perform these functions.
3. Motivation theories like Maslow's hierarchy of needs are important for directing employees. Financial and non-financial incentives also impact motivation.
4. Controlling involves setting standards, measuring performance, analyzing deviations, and taking corrective actions to ensure goals are met.
C H A P T E R 3Organizational Capability Structure,Cultur.docxclairbycraft
C H A P T E R 3
Organizational Capability: Structure,
Culture, and Roles
Over the last 15 years, my company (Atos Origin) has been through three
significant mergers/acquisitions and has seen good growth. As new lines
of businesses and employees have been added, we have become truly a
global company, where people from many countries where our businesses
operate come together to present the best solution to our clients. An
excellent example is the work we do for the Olympics games (Atos Origin
has been the worldwide IT partner for the Olympics for several years).
The overall project life cycle for most of the projects in the company
follows the typical IT project management approach. What has evolved over
time is the use of employees from different regions of the world to service a
client need. For instance, we have onsite operations for a client in the United
States and in Europe. The development and testing work is done offshore in
India. The onsite team members are primarily the program manager, project
managers (who deal with the client), business analysts, and technical
Jo
n
Fe
in
ge
rs
h/
Ic
on
ic
a/
G
et
ty
Im
ag
es
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should be
able to:
• Compare and contrast
the advantages and
disadvantages of the
functional, project,
strong matrix, balanced
matrix, and weak matrix
methods of organization;
describe how each
operates and when to
use each.
• Describe organizational
culture elements that are
helpful in planning and
managing projects and
describe how to
overcome organizational
culture elements that
hinder project success.
• Describe different
project life cycle models
and tell when each is
appropriate.
• Describe the duties,
motivations, and
challenges of each of the
executive, managerial,
and team roles in
projects and list
important attributes for
selecting each.
52
architects. The offshore team members include designers, developers, and
testers. There are also project managers who lead the team in India and
interact with their onsite counterpart on a regular basis.
The entire operation is managed through a program management office
(PMO) that is responsible for identifying, prioritizing, and ensuring delivery
of all the projects. It is a matrix structure where the team members report
into the PMO as well as their functional heads in their countries. The PMO
has its own culture of hard work, striving toward goals in a step-by-step
manner, and promoting team spirit. It fits right into our overall organization
culture of getting things done for the client, promoting innovation and
conviviality, and never compromising on ethical behavior.
I have observed that adaptability and empathy are helpful strengths for
project managers in this environment. Adaptability because the different
locations bring with them a set of challenges, including the ability to hold
the global team together. Empathy is extremely useful as well. Although
the project manager may not agree.
Drupal GovCon 2021 - The MOST Important Agile Role NO ONE is Talking AboutBill Annibell
This might not be a popular opinion, but the Scrum Master is NOT the most important role on an Agile team - GASP!. If not the Scrum Master, then who? Product Owners are the most overlooked, underfunded, and misunderstood roles no one is talking about as it relates to the success (or failure) of Agile-based delivery in government. Join me to find out how government agencies can have more success by understanding the criticality of the Product Owner role and how by investing in the Product Owner and Product Management roles can lead to more predictable product (not project) delivery, happier customers, and a more successful mission.
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
This document discusses systems integration and architectural approaches for combining independent systems within an organization. It notes that systems should be designed with an architectural view to avoid failures in interoperability as organizations grow larger. The key aspects covered include:
- The need for systems integration to ensure flexibility, speed, cost effectiveness, standardization, data integrity, reliability and robustness across departments within large organizations.
- Theories of systems integration including processes, approaches, drivers, tools, techniques, critical success factors and best practices.
- Methods for integrating legacy systems, new systems, business-to-business systems, and commercial off-the-shelf products.
The document discusses the use of innovative technologies and software in higher education to improve quality. It focuses on how IT governance impacts technology innovation and identifies key factors to support innovation. The paper highlights using innovative software at US universities but lacks analysis of public procurement of innovations. It evaluates the use of innovations at six universities through interviews and secondary data analysis. As the paper uses a theoretical framework, it does not include theorems or proofs.
This document discusses how to make Project Portfolio Management (PPM) more relevant. It argues that defining projects from an "inside-out" perspective focused on technical boundaries rather than business needs is a key challenge. An alternative approach is proposed that introduces more "outside-in" thinking from a business architecture viewpoint during project conception to make projects better aligned with evolving business realities. It also emphasizes the importance of learning lessons from past projects and auditing actual performance against objectives to improve future project success.
Organizational behavior is a field that examines how individuals, groups, and structures influence behavior within an organization. This impact aims to improve organizational effectiveness. The document discusses concepts like organization, management functions, and management skills. It also analyzes the concept of total quality management in the context of organizational behavior.
The vision is to excel in civil engineering education to prepare competent engineers with lifelong learning for society's needs. The mission is to impart quality education through effective teaching, provide a stimulating research environment, develop professional skills and right attitude in students to succeed, and imbue moral and ethical values concerning society and environment. The document then discusses organizing human resources for civil engineering projects, including defining organization, objectives of organization, and principles of organization such as responsibility, authority, and division of work.
The document discusses software project management. It covers defining a project, the three constraints of scope, time and cost, characteristics of software projects, identifying stakeholders, and setting SMART objectives. It also discusses the functions, responsibilities and abilities of a project manager, as well as different organizational structures for projects.
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Matrix organisation
1. Matrix Organisation - Meaning
Matrix Organisation was introduced in USA in the early 1960's. It was used to solve
management problems in the Aerospace industry.
Matrix Organisation is a combination of two or more organisation structures. For example,
Functional Organisation and Project Organisation.
The organisation is divided into different functions, e.g. Purchase, Production, R & D, etc.
Each function has a Functional (Departmental) Manager, e.g. Purchase Manager, Production
Manager, etc.
The organisation is also divided on the basis of projects e.g. Project A, Project B, etc. Each
project has a Project Manager e.g. Project A Manager, Project B Manager, etc.
The employee has to work under two authorities (bosses). The authority of the Functional
Manager flows downwards while the authority of the Project Manager flows across (side
wards). So, the authority flows downwards and across. Therefore, it is called "Matrix
Organisation".
An example of matrix organisation is shown in the following diagram:-
Features of Matrix Organisation
The pecularities or characteristics or features of a matrix organisation are:-
1. Hybrid Structure : Matrix organisation is a hybrid structure. This is so, because it is
a combination of two or more organisation structures. It combines functional
organisation with a project organisation. Therefore, it has the merits and demerits of
both these organisation structures.
2. Functional Manager : The Functional Manager has authority over the technical
(functional) aspects of the project.
The responsibilities of functional manager are:-
i. He decides how to do the work.
ii. He distributes the project work among his subordinates.
iii. He looks after the operational aspects.
2. 3. Project Manager : The Project manager has authority over the administrative aspects
of the project. He has full authority over the financial and physical resources which he
can use for completing the project.
The responsibilities of project manager are:-
i. He decides what to do.
ii. He is responsible for scheduling the project work.
iii. He co-ordinates the activities of the different functional members.
iv. He evaluates the project performance.
4. Problem of Unity of Command : In a matrix organisation, there is a problem of the
unity of command. This is so, because the subordinates receive orders from two
bosses viz., the Project Manager and the Functional Manager. This will result in
confusion, disorder, indiscipline, inefficiency, etc. All this will reduce the
productivity and profitability of the project.
5. Specialisation : In a Matrix organisation, there is a specialisation. The project
manager concentrates on the administrative aspects of the project while the functional
manager concentrates on the technical aspects of the project.
6. Suitability : Matrix organisation is suitable for multi-project organisations. It is
mainly used by large construction companies, that construct huge residential and
commercial projects in different places at the same time. Each project is looked after
(handled) by a project manager. He is supported by many functional managers and
employees of the company.
Advantages of Matrix Organisation
The benefits or merits or advantages of a matrix organisation are:-
1. Sound Decisions : In a Matrix Organisation, all decisions are taken by experts.
Therefore, the decision are very good.
2. Development of Skills : It helps the employees to widen their skills. Marketing
people can learn about finance, Finance people can learn about marketing, etc.
3. Top Management can concentrate on Strategic Planning : The Top Managers can
spend more time on strategic planning. They can delegate all the routine, repetitive
and less important work to the project managers.
4. Responds to Changes in Environment : Matrix Organisation responds to the
negative changes in the environment. This is because it takes quick decisions.
5. Specialisation : In a matrix organisation, there is a specialization. The functional
managers concentrate on the technical matters while the Project Manager concentrates
on the administrative matters of the project.
6. Optimum Utilisation of Resources : In the matrix organisation, many projects are
run at the same time. Therefore, it makes optimum use of the human and physical
resources. There is no wastage of resources in a matrix organisation.
3. 7. Motivation : In a matrix organisation, the employees work as a team. So, they are
motivated to perform better.
8. Higher Efficiency : The Matrix organisation results in a higher efficiency. It gives
high returns at lower costs.
Limitations of Matrix Organisation
The demerits or disadvantages or limitations of a matrix organisation are:-
1. Increase in Work Load : In a matrix organisation, work load is very high. The
managers and employees not only have to do their regular work, but also have to
manage other additional works like attending numerous meetings, etc.
2. High Operational Cost : In a matrix organisation, the operational cost is very high.
This is because it involves a lot of paperwork, reports, meetings, etc.
3. Absence of Unity of Command : In a matrix organisation, there is no unity of
command. This is because, each subordinate has two bosses, viz., Functional Manager
and Project Manager.
4. Difficulty of Balance : In a matrix organisation, it is not easy to balance the
administrative and technical matters. It is also difficult to balance the authority and
responsibilities of the project manager and functional manager.
5. Power Struggle : In a matrix organisation, there may be a power struggle between the
project manager and the functional manager. Each one looks after his own interest,
which causes conflicts.
6. Morale : In a matrix organisation, the morale of the employees is very low. This is
because they work on different projects at different times.
7. Complexity : Matrix organisation is very complex and the most difficult type of
organisation.
8. Shifting of Responsibility : If the project fails, the project manager may shift the
responsibility on the functional manager. That is, he will blame the functional
manager for the failure.
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