This document discusses matrix organizational structures. It defines a matrix structure as one that takes advantages of both functional and projectized structures, allowing a company to address multiple business dimensions using multiple command structures. The document outlines three main types of matrix structures: strong/project matrix, balanced matrix, and weak/functional matrix. It explains the characteristics of each type and where power typically lies between project managers and functional managers. Advantages and challenges of working in a matrix structure are also presented.

1. ENGR. 5280
FAISAL BADAHMAN
OJEAGA OGBEIDE

2.  Knowing
what a matrix organization
 Identifying the types of matrix structure
 Advantages and Disadvantages of matrix

3. What
is an organization
Structure?

4.  Is
a system that provides a framework for
launching and implementing project within
a parent organization
Types
 Functional
 Projectized
 Matrix

5.  What
is a functional and
Projectized Organization
Structure???

6. 

The classic organizational structure where
the employees are grouped hierarchically
of specialization.
Managed through clear lines of authority
and report ultimately to one top person.

7. 
The entire organization structure is
designed to support project or product
team.
An example of this would be a company that
produces three distinct products, "product
a", "product b", and "product c". This
company would have a separate division for
each product.

8.  By
its simplest definition, a matrix
organization is a type of an organization
structure which takes the best features of
both world. i.e the projectized and
functional organization structure
 The matrix is a grid-like organization
structure that allows a company to address
multiple business dimension using multiply
command structure

9. President
Project
structure
Vice
President,
Engineering
Vice
President,
Finance
Vice
President,
Production
Functional
Structure
Vice
President.
Marketing
Project
Manager,
Taurus
Project
Manager,
Mustang
Project
Manager,
Explorer
Project
Manager,
Expedition
Subordinate
reports to
both Vice
President of
marketing &
to project
Manager for
Mustang
9

10.  In
matrix organization there are two chain
of command one along functional lines
(vertically) and the other along the project
line (horizontally)
 The matrix structure is designed to
optimally utilize resource by having
individual work on multiple projects as well
as being capable of performing normal
functional duties

12.  Strong/
Project
 Balanced
 Weak/Functional

13.  It
has a lot of common characteristic of the
projectized organization.
 Most authority and power lies with the
project manager.
 The Project manager has a full time role,
he controls when and what specialists do
and has final say on major project
decision.
 Functional is only consulted when needed.

14. Chief Executive
Functional
Manager
Functional
Manager
Functional
Manager
Project
Manager
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff
Project
Manager
Staff
Staff
Staff
Project
Manager

15.  The
power is shared between the
functional manager and the project
manager.
 The project manager is responsible for
defining what need to be accomplished
while the functional manager are
concerned with how it will be accomplished

16. Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Project
Manager
Staff
Staff

17.  The
functional manager control the project
budget
 The project manager has a part-time role
with very limited power and authority
 The functional manager call most of the
shots and decide who does what and
when the work is completed

18. Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

20. Have
you ever reported to more than
one manager? What were the
challenges of such a situation???

21. 
Internal Complexity
Some employees may become confused
as to who their direct supervisor is.
 The dual authority and communication
problems may cause division among
employees and managers.
 Miscommunication and ineffective
managing can result in employee
dissatisfaction and low morale.
 Prolonged issues may cause an
organization to experience high employee
turnover.


22.  Expensive
to Maintain and Internal
Conflict
A company's overhead cost typically increases
because of the need for double management.
 The extra salaries an organization must pay can put a
strain on its resources.
 The sharing of employees may cause unhealthy
competition between managers within a company.
 The competition for scare resources may cause
hostility within the workplace and hinder production


23. Stressful
Stress placed on workers due to
reporting to more than one boss.
Slow
Decision making can get bogged down do
to arguments between multiple functional
groups, causing agreements to be forged.
.Especially true for balanced matrix.

24. Efficient
Information
Exchange
 Departments/functional
work closely together
and communicate with each other frequently
to solve issues
 With efficient lines of communication,
productivity is enhance and allow for quick
decision-making.
 The specialized information exchange allows
managers to respond quickly to the needs of
customers and the organization.

25. Strong Project focus
Project manager coordination the
contribution of multiple units.
Easier Post Project
Transition
Project teams are over-laid on top of the
functional division, allowing specialists to
maintain ties within their functional groups.
Allowing transition back once the project is
complete.

26. The matrix structure encourages a
democratic leadership style.
 This style incorporates the input of team
 members before managers make
decisions.
 Managers are involved in the day-to-day
operations, which allows them to make
decisions through the viewpoint of
employees.


27.  What
components do you
think can make Your Work
Successfully in a Matrix
Management Structure????

28.  Define
Your Role
It's essential to understand not only your role
and responsibilities, but also those of your
managers. Meet with them, ask how they
see your role, and explore what they feel
your top objectives should be. You may find
that their views on your priorities differ, so
you may need to agree a consistent set of
roles and responsibilities.

29.  Manage
Deadlines
You're likely to have multiple deadlines competing for
your attention at any one time. Some of them might
even conflict with one another, so it's essential to learn
how to schedule and prioritize tasks effectively.
Communicate Clearly
Good communication is essential for avoiding
conflicting deadlines or unrealistic expectations. Talk
with your managers to find out how they would like you
to communicate with them. They may find it most
helpful to meet regularly, or they may prefer you to send
weekly progress updates, for example.


30.  Appreciate
Diversity
The diversity of knowledge, working styles, and
opinions within a matrix organization team can
present learning opportunities, but it can also lead to
tension. If you find it difficult to understand others'
opinions, use the Perceptual Positions exercise to
see things from different viewpoints.
If arguments erupt within the group, learn how to
manage conflict , so that you can resolve issues
and get everyone back on track

31. a
project manager role as part time?
 A functional manager control project
budget?
 In balanced matrix structure a project
manager report to whom??
 A project manager has final say on project
decision???

32.  What
types of matrix structure is best
for your organization?

33.  Well
, it depends on your strategy; the
choice is all about where you want the
balance of power to lie. This may
depend on your history, will certainly
depend on your current challenges and
priorities and also on the capabilities of
your people. . It is important to note that
none of them is better than the other, as
the success of the structure depends
on the purpose and function of the
organization itself.

34. Matrix organizations are a blend of functional and
projectized characteristics.
 Weak matrices main many of the characteristics of a
functional organization and the project manager role is
more that of a coordinator or expediter than that of a
manager.
 Strong matrices have many of the characteristics of the
projectized organization, and can have full-time project
managers with considerable authority and full-time
project administrative staff.
 The balanced matrix organization recognizes the need
for a project manager, it does not provide the project
manager with the full authority over the project and
project funding.


37. o
Gray, Clifford F., and Erik W. Larson. Project
Management: The Managerial Process. 4th ed.
Boston: McGraw-Hill/Irwin, 2008. Print
o
http://www.businessweek.com/debateroom/arc
hives/2009/08/matrix_is_the_l.html
http://smallbusiness.chron.com/advantagesdisadvantages-matrix-organizationalstructures-business-organizations-26350.html
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