Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Essays on matrix and non matrix organizational structure
Don’t take our word for it - see why 10 million students trust us with their essay needs.
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.
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
Frame, J.D., Managing Projects in Organizations: How to Make the Best use of Time, Techniques and People, third ed., San Francisco: Jossey-Bass,112-117, 2003.
Boje, D. M. , Luhman, J. T. , and Cunliffe, A. L. “ A Dialectic Perspective on the Organization
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
Robbins, S. Judge T. 2012, Groups in the organizations, Essentials of Organizational Behavior, 12(12): 188.
Business structure is a critical factor to determine a company 's success or failure. Generally, larger organization has a more complex organizational structure. In the case of H&M, they had adopted matrix structure, one of the traditional organizational structure, into their business. As shown in figure 1, range of functional groups is listed horizontally across the table and on the other is product/task with a manager taking control of each. The functional structure is divided
Organizations must operate within structures that allow them to perform at their best within their given environments. According to theorists T. Burns and G.M Stalker (1961), organizations require structures that will allow them to adapt and react to changes in the environment (Mechanistic vs Organic Structures, 2009). Toyota Company’s corporate structure is spelt out as one where the management team and employees conduct operations and make decisions through a system of checks and balances.
Hatch, M. J., & Cunliffe, A. L. (2006). Organization Theory: Modern, Symbolic, and Postmodern Perspectives. New York: Oxford University Press.
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2011). Classics of organization theory. Boston, MA:
Matrix structure is first introduced in the aerospace industry in the 1960s and become one of the popular organizational design options in today’s business and industry (Derven & Alexandria, 2010). Burns and Wholey (1993) poinited out that matrix structure were used in advertising agencies, aerospace firms, research and development laboratories, hospitals, government agencies, and universities. Matrix structure is the combination of two or more different structures and take the advantages of the pure functional structure and the product organizational structure (Robbins & Judge, 2011, p. 497). The employees in the matrix may have two bosses: their functional department managers and their product managers. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project. In many organizations, a matrix structure is implemented to address the requirement to do more with less and become more agile. The matrix structure, which focuses on horizontal as well as vertical management, has become more widespread as a result of globalization and the...
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.