![]() ![]() ![]() Other matrices are split between area-based departments and either products or functions.Įvery matrix contains three unique and critical roles: the top manager who heads up and balances the dual chains of command, the matrix bosses (functional, product, or area) who share subordinates, and the managers who report to two different matrix bosses. The former are oriented to specialized in-house resources while the latter focus on outputs. In most matrix organizations there are dual command responsibilities assigned to functional departments (marketing, production, engineering, and so forth) and to product or market departments. It must be reinforced by matrix systems such as dual control and evaluation systems, by leaders who operate comfortably with lateral decision making, and by a culture that can negotiate open conflict and a balance of power. ![]() Matrix organization is more than a matrix structure. Matrix structures can help provide both flexibility and balanced decision making, but at the price of complexity. when they must deal with strong constraints on financial and/or human resources. when they face uncertainties that generate very high information processing requirements andģ. when it is absolutely essential that they be highly responsive to two sectors simultaneously, such as markets and technology Ģ. The identifying feature of a matrix organization is that some managers report to two bosses rather than to the traditional single boss there is a dual rather than a single chain of command.ġ. ![]()
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