What is the matrix management?

In business, the management matrix concerns the organizational framework established with vertical organizational hierarchies and horizontal relations across the lines of the department that will connect a group of workers for specific work tasks or projects. Within the matrix system, the employee reports not only his head of the department, but also for the project manager, possibly in a separate department, for a specific task. The matrix management plan directs employees to the task where the company is the largest and derived advantage for the company.

At maximizing the value of the skills and strengths of employees, the matrix structure adds new pressure on managers to communicate effectively. They must set appropriate boundaries and set the basic rules for reporting and responsibility. The aim of the matrix is ​​to provide creativity, sensitivity and adaptability required in a competitive business environment.

Well-restless companies have successfully used matrices. The key to success in the SMatrix trructura is a clear understanding of society goals and role roles, individuals and managers. It is necessary for companies to best use every source, but to avoid excessive use of any source. Talent audits summarize the strengths of the workforce and determine areas that require development. New communication channels, feedback and monitoring from progress prevent conflicts of priority and planning.

Matrix management advocates recommend a system to facilitate information sharing across tasks and specialization, which allows professional development. Although conflicting loyalty can confuse employees, this problem can overcome joint efforts to support the cooperation environment. A clear disadvantage of the matrix management is that the number of necessary managers is increasing compared to the basic management. Having multiple managers can extend the decision -making time and potentially move over the head -related head.

There have been several forms of matrix management structures such as weak matrix, strong matrix and balanced matrix. In the weak matrix, he oversees the project manager of employees who serve various functions, but still claims his functional manager. Within a strong matrix, the project manager is completely without functional administration, while in a balanced matrix, functional managers and project managers share responsibility and authority equally.

Another arrangement includes the AD HOC project team temporarily working as needed, a virtual team -based team or a solution, but not a directly interconnection, and an intergistration team consisting of a group of employees with various practical skills that work on a common long -term goal. Some teams are self-demented, authorized to act and decide on problems without business leadership. Other teams are multicultural and combine expertise from different countries.