Difference between revisions of "Matrix Management"
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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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| + | == 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 | ||
Revision as of 15:39, 26 April 2021
Matrix Management is an 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 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.[1]
The Matrix Organization[2]
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.
The term “matrix project organization” refers to a multidisciplinary team whose members are drawn from various line or functional units of the 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.
source: Project Management Institute
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
Applying Matrix Management[3]
Where Matrix Management Makes Sense
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.
Where Matrix Management Is Not Ideal
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