The Matrix Organization: Can the Human Factors Specialist Thrive or Merely Survive?

1988 ◽  
Vol 32 (13) ◽  
pp. 803-806
Author(s):  
Charles Bowen

An increasing amount of Human Factors (HF) Specialists are providing their services through matrix organizations. If the Human Factors Specialist is to be successful, an understanding of recent organizational research involving matrix organizations is important. This paper differentiates among three basic types of organizations: the Functional organization, the Product organization, and the Matrix organization and examines the organizational pressures that force organizations to turn to a matrix organization. The advantages and disadvantages are explored. As the matrix structure grows in popularity, Human Factors Specialists familiar with the principles of a matrix organization, will be better equipped to deliver their services in the most effective manner.

Author(s):  
Lior Davidovitch ◽  
Avi Parush ◽  
Tom Hewett ◽  
Avy Shtub

Projects are performed in different kinds of organizations: functional structure, project-based structure or matrix structure. The matrix organization is a combination of the functional organization and the “pure” project organization. In a matrix organization, there are usually two chains of command. The chain dealing with issues related to the functional division and the chain dealing with issues related to the project. Due to the split authority between project managers and functional managers, management becomes much more complicated. The cooperation between the project managers is vital for the matrix organization to perform well. Therefore, training teams of project managers in the matrix structure environment is required. A new method for training teams of project managers is presented. The proposed method is based on a real-time simulation called the Project Team Builder (PTB). PTB simulates a dynamic, stochastic multi-project management environment. A project management course for graduate students in systems engineering utilized PTB. The students used the simulator in a multi-user multi-project mode. A class of undergraduate engineering students participated in the same experiment as a control group. The 132 participants were divided into teams of three students (44 teams) which performed repetitive simulation-runs. Three factors were investigated: 1. Previous experience, 2. History recording mechanism, and 3. Team debriefing process. The findings indicate that for the initial learning phase, and for the transfer to different scenario phase, these three independent factors affect the performances. Furthermore, the interactions between the experience and history factors; between the experience and debriefing factors; and between the history and debriefing factors were all significant. Based on these findings a new paradigm for simulation-based team-learning model in a matrix organization structure is presented. The new model includes integration of history mechanism and debriefing procedure in the Kolb’s Team Learning Experience model.


1992 ◽  
Vol 18 (2) ◽  
pp. 267-294 ◽  
Author(s):  
Robert C. Ford ◽  
W. Alan Randolph

In this article, we review and summarize the literature on crossfunctional organization forms that has been published since 1976. We focus on the commonalities of the literatures that deal with matrix organization and project management. With a definition of cross-functional organization in hand, we review the literature for advantages and disadvantages of these organization forms, ending the section with a discussion of the great needfor empirical research to resolve numerous questions and paradoxes. Finally, we review a model for effective cross-functional organizations, comprising environmental influences, organizational characteristics, project characteristics, project team characteristics, project leader characteristics, and project effectiveness. Each section ends with a discussion of needed research, and the article ends with a call for research and theory building regarding cross-functional organizations, which continue to grow in application importance.


2009 ◽  
Vol 2 (1) ◽  
pp. 179 ◽  
Author(s):  
Ronald Jean Degen

The matrix organization concept emerged from the US aerospace industry in the 1960s and was adopted by many companies in the early 1970s. In the late 1970s and early 1980s many companies were experiencing trouble with its operation and many argued like Peters & Waterman in their bestseller In search of excellence in 1982 (p. 306) that the matrix was too complex to work properly. Galbraith (2009, p. 10-14) explains that the reason for the problems were that the matrix in these organizations was wrongly adopted, hastily installed, and inappropriately implemented. He explains that adopting a matrix structure requires a collaborative organization form, proper power, and accountability distribution, complementing changes to the information systems, planning and budgeting process, the performance evaluation and bonus system, and so on. The purpose of this paper is to illustrate why companies adopted the matrix, what problems they had, the solutions for these problems based on Galbraith (2009) and other authors like Davis & Lawrence (1977), and the state of the art of matrix structure design today like the P&G front-back hybrid matrix organization. To illustrate the historical evolution of organization structure to the simple matrix and then to more complex matrix organizations we used the P&G case (Piskorski & Spadini 2007).


1998 ◽  
Vol 29 (3) ◽  
pp. 11-19 ◽  
Author(s):  
Susan G. Turner ◽  
Dawn R. Utley ◽  
Jerry D. Westbrook

Information regarding job satisfaction within an organization using a matrix structure is limited. This paper provides empirical evidence regarding the difference in job satisfaction between project managers and functional managers in one matrix organization: a government research and development center. Key findings of this research include the identification of the factors that provide job satisfaction for both groups and the significant difference in job satisfaction between the groups. The perceived efficiencies provided by the matrix structure may be negated by the lack of job satisfaction experienced by the functional managers.


2018 ◽  
Vol 16 (1) ◽  
pp. 133-144 ◽  
Author(s):  
Oleksandr Velychko ◽  
Liudmyla Velychko

For the past few years, major progress in providing academic autonomy to Ukrainian universities has been made. However, a large number of universities even now remain the establishments with post-Soviet bureaucratic type of organization of management. As a result, a severe and complicated system of control over current activity has been supported, which requires from scientific and pedagogical workers not only to work effectively, but also to keep the set of rules and procedures. The purpose of the research is to search for possibilities of efficient application by modern universities of flexible matrix structures of management while forming their own internal system of quality control. Threats from bureaucratic management have been generalized for competitiveness of a modern university at the market of educational, scientific and consulting services. The concept and methodology on de-bureaucratization of the system of quality in higher education on the basis of the process approach of the theory of management and rationalistic logistics obtained further development. The mechanism of management of quality at the operational level of the university through integration of the segment-focused approach, system of grading and matrix organization of regular processes has been improved. Ways to apply matrix structure the middle and low levels of managing university have been suggested. Author’s recommendations have been provided towards rating evaluation of work of departments and their segment-focused structural organization. The matrix structure of management of quality of carrying out the temporary research project in the university under the conditions of the budget commission has been developed and practically tested.


2014 ◽  
Vol 22 (3) ◽  
pp. 44-45

Purpose – The purpose of this paper is to provide an interview with Dawn Metcalfe, author of Managing the Matrix. Design/methodology/approach – Interview. Findings – Discusses the inspiration behind her book, and covers a number of the key themes. Practical implications – Provides insight from an industry expert, with practical advice on how emotional intelligence can be improved. Originality/value – Outlines the importance of emotional intelligence to surviving within a matrix structure.


2015 ◽  
Vol 4 (3) ◽  
pp. 37 ◽  
Author(s):  
Richard M. Burton ◽  
Børge Obel ◽  
Dorthe Døjbak Håkonsson

Many organizations, both public and private, are changing their structure to a complex matrix in order to meet the growing complexity in the world in which they operate. Often, those organizations struggle to obtain the benefits of a matrix organization. In this article, we discuss how to get a matrix to work, taking a multi-contingency perspective. We translate the matrix concept for designers and managers who are considering a matrix organization and argue that three factors are critical for its success: (1) Strong purpose: Only choose the matrix structure if there are strong reasons for doing so, (2) Alignment among contingencies: A matrix can only be successful if key contingencies are aligned with the matrix’s purpose, and (3) Management of junctions: The success of a matrix depends on how well activities at the junctions of the matrix are managed.


Author(s):  
N. Y. Jin

Localised plastic deformation in Persistent Slip Bands(PSBs) is a characteristic feature of fatigue in many materials. The dislocation structure in the PSBs contains regularly spaced dislocation dipole walls occupying a volume fraction of around 10%. The remainder of the specimen, the inactive "matrix", contains dislocation veins at a volume fraction of 50% or more. Walls and veins are both separated by regions in which the dislocation density is lower by some orders of magnitude. Since the PSBs offer favorable sites for the initiation of fatigue cracks, the formation of the PSB wall structure is of great interest. Winter has proposed that PSBs form as the result of a transformation of the matrix structure to a regular wall structure, and that the instability occurs among the broad dipoles near the center of a vein rather than in the hard shell surounding the vein as argued by Kulmann-Wilsdorf.


Author(s):  
Тарас Гриценко ◽  
Жанна Передера ◽  
Анна Теряева

В работе рассматривается возможность формирования в банковском секторе среды, в которой сотрудники смогут самостоятельно реализовывать цифровые инициативы для развития компании и самообучения. Обоснована необходимость её наличия. Проведен анализ соответствия поставленной проблемы российским и мировым трендам на основе изучения федеральных программ и оценок рейтинговых агентств. В результате исследования разработан бизнес-процесс реализации цифровых инициатив, про-веден конкурентный анализ его преимуществ и недостатков перед традиционным подходом к обучению. The article discusses the possibility of forming in the banking business an environment in which employees will be able to in-dependently implement digital initiatives for the development of the company and self-learning. The necessity of its presence is grounded. The analysis of compliance of the problem with the trends in Russia and the world based on the study of Federal programs and ratings agencies. To attract new staff with the necessary knowledge, banks have a number of tools - business classes, sponsorship programs, mentoring, hackathons, man-agement fights, case-championships, etc. It has been revealed that new professionals with technical skills can solve complex problems and generate products. But it’s difficult for them to dive into the banking sector, study its features and offer their own solutions to problems. It was also revealed that the company is interested in product results that are practice oriented. Com-bining product results and training is only possible by creating an environment in which they can discuss their ideas, find sup-port and implement them. As a result, a business process for the implementation of digital initiatives has been formed, a competi-tive analysis of its advantages and disadvantages over the tradi-tional approach to training has been conducted. strategies. The leading method of research is the definitions according grouping to the principles of the matrix method. It was revealed that the economic security concept is disclosed using factors freely com-bined into three groups (includes: sustainability, protection of interests, ensuring sovereignty), and the most common definitions are built using words-markers: state, security, advantage, process. One of the main study results is an algorithm for constructing the definition of the economic security concept, which allows to model and refine the definition of the concept based on the initial categories, consider-ing the economic context. The author's definition is also formulated, which reflects the interrelation of such components as the protection of interests, the impact of threats, the stability preservation, inde-pendence, ensuring development, self-adaptation and self-reproduction.


2018 ◽  
Vol 6 (4) ◽  
pp. T1055-T1066 ◽  
Author(s):  
Zhiling Long ◽  
Yazeed Alaudah ◽  
Muhammad Ali Qureshi ◽  
Yuting Hu ◽  
Zhen Wang ◽  
...  

We have explored how to computationally characterize subsurface geologic structures presented in seismic volumes using texture attributes. For this purpose, we conduct a comparative study of typical texture attributes presented in the image processing literature. We focus on spatial attributes in this study and examine them in a new application for seismic interpretation, i.e., seismic volume labeling. For this application, a data volume is automatically segmented into various structures, each assigned with its corresponding label. If the labels are assigned with reasonable accuracy, such volume labeling will help initiate an interpretation process in a more effective manner. Our investigation proves the feasibility of accomplishing this task using texture attributes. We also identify the advantages and disadvantages associated with each attribute.


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