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Matrix Project Organization

The document discusses a matrix organization structure. A matrix organization has dual or multiple lines of accountability and responsibility, with employees reporting along both functional and project lines. It aims to share highly skilled resources between projects and functional units. Key advantages include allowing employees to broaden skills and sharing knowledge across boundaries. However, disadvantages include potential high workloads, role confusion if priorities are unclear, and higher costs to maintain the structure.

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159 views13 pages

Matrix Project Organization

The document discusses a matrix organization structure. A matrix organization has dual or multiple lines of accountability and responsibility, with employees reporting along both functional and project lines. It aims to share highly skilled resources between projects and functional units. Key advantages include allowing employees to broaden skills and sharing knowledge across boundaries. However, disadvantages include potential high workloads, role confusion if priorities are unclear, and higher costs to maintain the structure.

Uploaded by

Ereen
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MATRIX PROJECT

ORGANIZATION
What Is A Matrix Organization?
•There is dual or multiple managerial
accountability and responsibility.
• In a matrix there are usually two chains
of command, one along functional
lines and the other along project,
product, or client lines.
•To illustrate the organizational
principles, a matrix will be considered
first in which there is a balance of
power between the project and
functional managers.
•The matrix is designed to be temporary
and a particular organizational
structure lasts only for the finite life of
the project.
Why the Matrix?

•capable of managing the


recent very large and very
complex programs, projects,
and problems, and for
managing limited resources.
Figure 1 : The basic unit of the matrix
organization
Figure 2 : An engineering matrix
organization
Does the Matrix Work?
•No specific organizational form can be
guaranteed to work at all times, or to improve
productive output.
•However, it can be said that some organizational
forms have a better chance of working than
others, particularly if they are designed to meet
the needs of project work.
•If the multidisciplinary need is really
there, and if project management is
necessary, then the matrix is a viable
organizational solution.
Advantages of Matrix
•Highly skilled and capable resources
can be shared between the functional
units and projects, allowing more open
communication lines which help in
sharing the valuable knowledge within
the organization.
•Allows employees to communicate
more readily across the boundaries,
creating a good, cooperative, work
environment which helps to integrate
the organization.
•Employees can broaden their skills and
knowledge areas by participating in
different kinds of projects.
•In functional departments, employees are
very skilled, and project teams can get
these highly-skilled employees whenever
their services are needed.
•Since there is a sense of job security,
employees tend to be loyal to the
organization and perform well, and
therefore, the efficiency of a matrix
organization is higher.
Disadvantages of Matrix
•In a matrix organization, the workload tends to
be high. Employees have to do their regular work
along with the additional project-related work,
which can exhaust them. It is also possible that
the employee may ignore either his functional
responsibilities or project management
responsibilities if overtaxed.
• If the priorities are not defined clearly, employees may
be confused about their role and responsibility,
especially when they are assigned a task which is
different from, or even counter to, what they were
doing.
• A matrix structure is expensive to maintain.
Organizations have to pay extra to keep resources
because not all resources will be occupied at all times.
Some resources are needed only for a short duration.
• A conflict may arise between the project manager and
the functional manager regarding the authority and
power.

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