Matrix Management - Revision history

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 The matrix in its simplest form is shown diagrammatically in the figure above. It represents a general organizational structure. The matrix is a multi-dimensional structure that tries to maximize the strengths and minimize the weaknesses of both the project and the functional structures
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 == The Benefits and Downside of the Matrix Management Structure<ref>The Benefits of the Matrix Management Structure [https://www.leadershipthoughts.com/matrix-management/ Leadership Thoughts]</ref> ==
 ''Benefits''</br />
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-[[File:Advantages and Disadvantages of Matrix Management.png|500px|Advantages and Disadvantages of Matrix Management]]<br />
+[[File:Advantages and Disadvantages of Matrix Management.png|400px|Advantages and Disadvantages of Matrix Management]]<br />
 source: Free Management e-Books
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 *if teams have a lot of independence they can be difficult to monitor, which is why the agreements between project and line management are essential, and
 *costs can be increased if more project managers are created through the use of project teams.

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-== The Benefits of the Matrix Management Structure<ref>The Benefits of the Matrix Management Structure [https://www.leadershipthoughts.com/matrix-management/ Leadership Thoughts]</ref> ==
+== The Benefits and Downside of the Matrix Management Structure<ref>The Benefits of the Matrix Management Structure [https://www.leadershipthoughts.com/matrix-management/ Leadership Thoughts]</ref> ==
 Any organization planning to implement change can benefit from the matrix management structure for the following reasons.
 *Project teams are set up on a temporary and finite basis for the fulfilment of customers’ needs: Once a project is completed team members are reassigned to other work. Knowledge and expertise is retained by the organization.
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 *Project teams are dynamic and innovative structures that can view problems in a different way because specialists are brought together in a new environment: Individuals are chosen according to the needs of the project.
 *Project managers are directly responsible for completing the project scope within a specific time-scale and budget: In uncertain times, the project manager will need strong leadership skills to make sure the organization pulls in the same direction. Empowerment, through decision-making responsibility, makes it easier for the project manager to accept and make a success of the project.

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 '''Matrix Management''' is an [[Organizational Structure|organizational structure]] in which some individuals report to more than one supervisor or leader, relationships described as solid line or dotted line reporting. More broadly, it may also describe the [[Management|management]] of cross-functional, cross-business groups and other work models that do not maintain strict vertical business units or silos grouped by function and geography. Matrix management, developed in U.S. aerospace in the 1950s, achieved wider adoption in the 1970s.<ref>Definition - What Does Matrix Management Mean? [https://en.wikipedia.org/wiki/Matrix_management Wikipedia]</ref>
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 *Balanced Matrix: In a balanced matrix, project managers and functional managers have equal authority and power. Project managers determine the skills needed for a project, whereas functional managers assign employees to meet those needs. Team members are required to keep both managers informed on their progress and priorities.
 *Strong Matrix: Under a strong matrix, project managers have the most authority and team members are required to report to them.

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 '''Matrix Management''' is an [[Organizational Structure|organizational structure]] in which some individuals report to more than one supervisor or leader, relationships described as solid line or dotted line reporting. More broadly, it may also describe the [[Management|management]] of cross-functional, cross-business groups and other work models that do not maintain strict vertical business units or silos grouped by function and geography. Matrix management, developed in U.S. aerospace in the 1950s, achieved wider adoption in the 1970s.<ref>Definition - What Does Matrix Management Mean? [https://en.wikipedia.org/wiki/Matrix_management Wikipedia]</ref>
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 *A project predicted to be long term. A dedicated team with a permanent assignment may be optimal
 *Situations in which one employee's skills are mission-critical to a particular function. Sharing this individual may reduce the effectiveness of that function

← Older revision		Revision as of 15:39, 26 April 2021
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−	'''~~Content Coming Soon~~'''	+	'''Matrix Management''' is an [[Organizational Structure\|organizational structure]] in which some individuals report to more than one supervisor or leader, relationships described as solid line or dotted line reporting. More broadly, it may also describe the [[Management\|management]] of cross-functional, cross-business groups and other work models that do not maintain strict vertical business units or silos grouped by function and geography. Matrix management, developed in U.S. aerospace in the 1950s, achieved wider adoption in the 1970s.<ref>Definition - What Does Matrix Management Mean? [https://en.wikipedia.org/wiki/Matrix_management Wikipedia]</ref>
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		+	== The Matrix Organization<ref>The Matrix Organization [https://www.pmi.org/learning/library/matrix-organization-structure-reason-evolution-1837 PMI.org]</ref> ==
		+	It has been recognized that the matrix organizational structure has applications far beyond that of project (program or product) management. However, it's most highly developed application is that of [[Project Management\|project management]].
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		+	The term “matrix project organization” refers to a multidisciplinary team whose members are drawn from various line or functional units of the [[Hierarchical Organization\|hierarchical organization]]. The organization so developed is temporary in nature, since it is built around the project or specific task to be done rather than on organizational functions. The matrix is thus built up as a team of personnel drawn from both the project and the functional or disciplinary organizations. In other words a project organization is superimposed on the conventional functional hierarchical organization.
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		+	[[File:Matrix Organization.png\|400px\|Matrix Organization]]<br />
		+	source: Project Management Institute
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		+	The matrix in its simplest form is shown diagrammatically in the figure above. It represents a general organizational structure. The matrix is a multi-dimensional structure that tries to maximize the strengths and minimize the weaknesses of both the project and the functional structures
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		+	== Applying Matrix Management<ref>Applying Matrix Management [https://www.thebalancecareers.com/matrix-management-2276122 the balance]</ref> ==
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		+	''Where Matrix Management Makes Sense''<br />
		+	Matrix management is ideal for sharing talent and skills across departments. It's an especially handy system when developing new products—it allows individuals from different functions within an organization to work under a project manager to create something new and unique. This gives the team the ability to draw upon diverse skill sets from multiple disciplines, strengthening the project team. It's a great way to cut costs as well—a matrix approach to projects is typically less expensive than establishing dedicated project teams. The diversity of the team members makes the team superior to many purely functional teams.
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		+	''Where Matrix Management Is Not Ideal''<br />
		+	While there are many potential benefits to this flexible style of team structure, there are some circumstances where it is not ideal. These include:
		+	*A project predicted to be long term. A dedicated team with a permanent assignment may be optimal
		+	*Situations in which one employee's skills are mission-critical to a particular function. Sharing this individual may reduce the effectiveness of that function