Jump to first page Draw your Organization Chart. Jump to first page Matrix Organizations.

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Draw your OrganizationChart

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Matrix Organizations

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Read

KNIGHT, K “MATRIX ORGANISATION: A REVIEW”, JMS, MAY 1976, PP 111-130

GALBRAITH, J.R. “DESIGNING COMPLEX ORGANISATIONS”, ADDISON-WESLEY, 1973

“MATRIX ORGANISATION DESIGNS”, BUSINESS HORIZONS, FEB. 1971, PP 29-40

KINGDON, D.R. “MATRIX ORGANISATION”, TAVISTOCK, 1973

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TEAM

INTERDISCIPLINARY

INTERORGANISATIONAL

SPECIFIC PURPOSE

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Types of organisation

What types of organisation have you worked in?

How would you describe their characteristics?

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VERTICAL ORGANISATION HIERARCHIES

FUNCTIONAL

PRODUCT

PROCESS

GEOGRAPHY

CUSTOMER

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Centralised Decentralised

Few Authority LevelsWide Span Or Control

Many LevelsNarrow Span

Consistency (OrProduct & Decisions)

Prevents TopManagementOverload

SlowStable Envt.

Speeds DecisionsGood in Diverse &Changing Environment

Refers to Authority toCommit Organisation'sResources (NotPhysical Dispersion)

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Why use matrix?

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FUNCTIONAL ORGANISATION

CONTINUITY

CAREER PATH

FUNCTIONAL EXPERTISE

BUT NO CUSTOMER FOCAL POINT

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PROJECT ORGANISATION

MINI COMPANY

INDEPENDENT

LINE AUTHORITY

BUT DUPLICATION NO RESERVOIR CAREER?

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MATRIX - ‘MIXED’ - ORGANISATION

VERTICAL FUNCTIONAL HIERARCHY ‘OVERLAID’

BY LATERAL AUTHORITY, INFLUENCE OR

COMMUNICATION

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Co-ordination

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HISTORICAL DEVELOPMENT

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FACTORS AFFECTING INFLUENCE

UNCERTAINTY

DIVERSITY

INTERDEPENDENCE

SPECIALISATION

ECONOMY OF SCALE

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Mechanistic Organic

Stable UnstableSpecialisms Tasks RedefinedDefined Tasks Comm BetweenClear Hierarchy All LevelsCertical Comm No OrganizationSupervisors ChartInternal EmphasisResponsibilitiy

Extended

E.G. Civil Service University Dept

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MATRIX - ADVANTAGES

EFFICIENCY FLEXIBLITY TECHNICAL EXCELLENCE BALANCE FREEING TOP MANAGEMENT MOTIVATION DEVELOPMENT

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BENEFITS: COSTS

DECENTRALISATION FRAGMENTED JOBS EVOLUTION POSITION

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Problems ArisingConflict Institutionalised

BoundariesSpecialistsFactors - potential

Balance Power'Cross-overs'

Boundaries Resentment

Stress RoleRoleRole

ConflictAmbiguityOverload

Costs AdministrationCommunication

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Making Matrix Work

DEFINITION OF ROLES: WHO: WHAT? WHEN? FOR WHOM?

PM FM

WHAT? WHEN? HOW MUCH?

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ORGANISATIONAL DEVELOPMENTAdair Team Building Activities

Sensitivity TrainingParticipative Introduction

Handy 'Organization Culture'

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GUIDELINESGALBRAITH “MAKING LATERAL PROCESSES

EFFECTIVE”

PERCEIVED REWARD INFORMATION & AUTHORITY KNOWLEDGE INFLUENCE LATERAL/VERTICAL PROCESSES PART OR FULL TIME LEADERSHIP

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