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.

1. PRESENTATION ON
MATRIX ORGANIZATION
By
Binaya Silwal
Rasna Chitrakar
Kritartha Subedi
Aashma Thapaliya
Yasuf Gurung

2. Contents
• Development
• Definition
• Functional organization
• Projectized organization
• Advantages
• Disadvantages
• Ways to overcome disadvantages
• Types
• Conclusion

3. Development
• Idea generated from us space program . In
1960’s , American president Mr. Kennedy
outline his vision to put man on moon. Hence
to fulfill this vision NSA has design a new
structure . Popularly known as matrix
structure .
• The design get popularity in 1970s and 80s
when big companies like IBM , HP , Nestle and
CITI Bank used this structure .

4. Definition
A matrix organization is defined as an organization
where people have to report to more than one
boss. The matrix organization structure is blend of
projectized organization and the functional
organization and takes the best of the both world.
Here the knowledge, skill and talent of an employee
is shared between the functional department and
project management. In matrix organization, some
employee usually work under more than one boss.
The first boss will be their functional manager and
the other can be a project manager.

5. Structure

6. Functional Organization
• Functional manager controls the structure
• People are grouped as per their area of
specialization
• Supervised by manager who has expertize on
the same field
• Authority and power flows downwards
• Tells the character and values of organization

7. FUNCTIONAL STRUCTURE

8. Projectized Structure
• Activities are arranged through portfolio and
implement through project
• Project manager control the project
• The authority and power flows side ways
• Responsible for completing the project within
a specific deadline and budget
• Individual are chosen as per need of project

9. PROJECTIZED STRUCTURE

10. Advantages
• Sharing of resources
• Open communication
• Dynamic
• Learn and widen skills
• Growth as professionals
• Cope with change

11. Disadvantages
• Conflict between PM and FM
• Confusion on employees
• Expensive
• Double effort

12. Ways to overcome disadvantages
• Their must be balance between the project and
functional manager. This helps to avoid confusion
and conflict.
• There must be well defined and strong
communication in all direction.
• Their must be balance between distribution of
power and authority.
• Any conflict between project and functional
manager should be resolved as early as possible
• Roles and responsibilities should be clearly
addressed.

13. TYPES OF MATRIX STRUCTURE
• STRONG MATRIX STRUCTURE
• BALANCED MATRIX STRUCTURE
• WEAK MATRIX STRUCTURE

14. Strong matrix structure
• Power and authority lies with project manager
• Project manager have a full time role
• Project manager have administrative staff
under him
• Project manager control the project budget
• Have a lot of characteristics of projectized
organization
• Functional manager have limited role

15. STRONG MATRIX STRUCTURE

16. Balanced matrix structure
• Power and authority are shared between both
the manager
• Project manager have a full time role
• Project manager have a administrative staff
under him
• Both manager controls the project

17. BALANCED MATRIX STRUCTURE

18. Weak matrix structure
• Project manager have a limited power and
authority
• Project manager have a part time role
• No administrative staff will report to him
• Project manager have the role of coordinator
• Functional manager controls the project

19. WEAK MATRIX STRUCTURE

20. Conclusion
• Combination of two structure
• Uses best of both structure
• High efficiency and readiness to change
• Quick market adoption
• Respond faster to market and costumers
• Decrease lead time to produce a product
• Goal Achievement