Understanding Matrix Structures

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Module 5 Critical Thinking: Understanding Matrix Structures An organization’s capacity for responding effectively to dynamic change derives from a synergistic combination of people, processes, and flexible organizational structures (Gibson, Ivancevich, Donnelly, & Konopaske, 2009). The flexibility of an organization’s structure depends on the relationships that determine organizational workflow, authority and communication (Covin, Slevin, & Schultz, 1994). As an example, this paper describes a matrix structure, offers recommendations for its use, and discusses the advantages and disadvantages of a matrix relative to the need for organizational flexibility and responsiveness. The Matrix Structure A matrix structure can be thought of as “. . . any organization that employs a multiple command system that includes not only a multiple command structure but also related support mechanisms and an associated organizational culture and behavior pattern” (Ford & Randolph, 1992, p. 268). Mechanically, a matrix structure emerges from the cross-functional overlay of authority, influence, or communication across a vertically oriented functional structure, which establishes dual lines (functional and project) of authority, responsibility, and accountability (Gibson et al., 2009). The overlaid structure typically comprises one or more “beginning-to-end” processes, each led by a project (program) manager, designed to integrate separate cross-functional components into a composite whole. (Colvin et al., 1994). Larson & Gobeli (1987) categorize a matrix as being predominantly functional, balanced, or project-oriented depending on the distribution of decision-making authority between functional and project management. Considerations for Using a... ... middle of paper ... ...of Management, 18(2), 267. Retrieved from Business Source Premier database. Gibson, J., Ivancevich, J., Donnelly, J., Konopaske, R. (2009). Organizations: Behavior, structure, processes (13th ed.). New York: McGraw-Hill Irwin. Johnson, P. (1990). Matrix management: An organizational alternative for libraries. Journal of Academic Librarianship, 16(4), 222. Retrieved from Academic Source Premier database. Kuprenas, J. (2003). Implementation and performance of a matrix organization structure. International Journal of Project Management, 21, 51-62. Retrieved from CSU Global library article request. Larson, E. W., & Gobeli, D. H. (1987). Matrix management: Contradictions and insights. California Management Review, 29(4), 126-138. Retrieved from Business Source Premier database. Volti, R. (2006). Society and technological change (5th ed.). New York: Worth Publishers.

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