Today sees the first ‘Matrix Monday’ on the Global Integration blog. There is nowhere near enough good material on matrix management available, so that we thought we’d start to share some of the available resources we find, and hope others will do the same – contact us to suggest submissions. We’ll share on Twitter using the hastag #matmo.
The first in this series of article summaries is Matrix management: recipe for chaos? When it works, it works well. When it doesn’t, it’s a fast track to disaster. The strengths of the model appeal to many corporations today, but not all are suited for a matrix structure, by Rita E. Numerof, Michael N. Abrams (Copyright 2002 Directors and Boards), submitted for Matrix Monday by Global Integration CEO, Kevan Hall.
The authors summarise three key drivers in evaluating when a matrix is suitable for use:
– complexity of products and services to be delivered
– the customer demand for integrated services
– what organisational pressures exist to reduce cost.
The authors emphasise that an improperly developed matrix will – as with most other structures – exacerbate organisational problems.
The issues they highlight are:
– employees: having a lack of clear expectations; misaligned accountability and rewards
– management: inability to resolve power struggles and/or to communicate clearly among various groups.
In order to create a successful matrix, increase effectiveness and reduce liabilities, the authors suggest that factors include clearly defining the matrix structure, considering organisational culture and suitability of employees towards this way of working, and ensuring that accountability of management and staff is established.
The authors also refer briefly to ‘The Emergence of the Matrix’ (Copyright 2008 Gale, Cengage Learning), which looks at the evolution of the matrix structure, and the ‘dotted line’ manager comes in for disapproval.
This week’s one line words of wisdom, extracted?