scholarly journals Designing matrix organizations that work: Lessons from the P&G case

2009 ◽  
Vol 2 (1) ◽  
pp. 179 ◽  
Author(s):  
Ronald Jean Degen
Keyword(s):  
Structure Design ◽  
Matrix Structure ◽  
Systems Planning ◽  
The Us ◽  
The Matrix ◽  
Simple Matrix ◽  
Proper Power ◽  
Matrix Organization ◽  
The 1960S ◽  
Information Systems Planning

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).

Project Managers and Functional Managers: A Case Study of Job Satisfaction in a Matrix Organization

1998 ◽  
Vol 29 (3) ◽  
pp. 11-19 ◽  
Author(s):  
Susan G. Turner ◽  
Dawn R. Utley ◽  
Jerry D. Westbrook
Keyword(s):  
Job Satisfaction ◽  
Research And Development ◽  
Project Managers ◽  
Matrix Structure ◽  
Significant Difference ◽  
The Matrix ◽  
Matrix Organization ◽  
The Difference ◽  
Development Center

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.

scholarly journals Matrix structures in management of quality of educational and scientific work of Ukrainian universities

2018 ◽  
Vol 16 (1) ◽  
pp. 133-144 ◽  
Author(s):  
Oleksandr Velychko ◽  
Liudmyla Velychko
Keyword(s):  
Scientific Work ◽  
Matrix Structure ◽  
Consulting Services ◽  
The Matrix ◽  
Matrix Organization ◽  
Low Levels ◽  
Quality In Higher Education ◽  
The University ◽  
Further Development

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.

Project Portfolio Management and Organization

2017 ◽  
pp. 288-309
Author(s):  
Lucia Aiello ◽  
Mauro Gatti
Keyword(s):  
Organizational Structure ◽  
Portfolio Management ◽  
Value Chain ◽  
Reference Model ◽  
Integrated Management ◽  
Structure Design ◽  
Matrix Structure ◽  
Project Portfolio Management ◽  
Organizational Models ◽  
The Matrix

The chapter is an overview on organizational models for project management, identifying the characteristics of a possible reference model that joins to the necessity of portfolio management. The approach to portfolio management requires attention to the integrated management of projects; this is why the organizational structure matrix “differentiated” could be a useful reference point. This chapter proposes, therefore, a reworking of the organizational structure design criteria considering both the Value Chain of Porter is the matrix structure “differentiated”. Ultimately, the contribution configures the characteristics of the organizational model for portfolio in relation to the type of project - internal/process, external/product mix - in order to improve the performance of internal projects whose objectives are not always explicit. The basic idea of this work is to apply the concept of Porter's value chain not only functions but also the portfolio of projects that the company has.

Training Teams in Managing Projects in a Matrix Structure

2008 ◽  
Author(s):  
Lior Davidovitch ◽  
Avi Parush ◽  
Tom Hewett ◽  
Avy Shtub
Keyword(s):  
Project Management ◽  
Systems Engineering ◽  
Team Learning ◽  
Functional Organization ◽  
Project Managers ◽  
Control Group ◽  
Matrix Structure ◽  
The Matrix ◽  
Dynamic Stochastic ◽  
Matrix Organization

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.

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

1988 ◽  
Vol 32 (13) ◽  
pp. 803-806
Author(s):  
Charles Bowen
Keyword(s):  
Human Factors ◽  
Functional Organization ◽  
Matrix Structure ◽  
Organizational Research ◽  
Advantages And Disadvantages ◽  
Effective Manner ◽  
The Matrix ◽  
Matrix Organization

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.

Using emotional intelligence to succeed in a matrix organization

2014 ◽  
Vol 22 (3) ◽  
pp. 44-45
Keyword(s):  
Emotional Intelligence ◽  
Design Methodology ◽  
Matrix Structure ◽  
Content Type ◽  
Practical Advice ◽  
Industry Expert ◽  
The Matrix ◽  
Matrix Organization ◽  
Practical Implications

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.

scholarly journals How to get the Matrix Organization to Work

2015 ◽  
Vol 4 (3) ◽  
pp. 37 ◽  
Author(s):  
Richard M. Burton ◽  
Børge Obel ◽  
Dorthe Døjbak Håkonsson
Keyword(s):  
Matrix Structure ◽  
Complex Matrix ◽  
Public And Private ◽  
Contingency Perspective ◽  
The World ◽  
The Matrix ◽  
Matrix Organization

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.

Formation of Persistent Slip Band in Fatigued Copper Single Crystals

1982 ◽  
Vol 40 ◽  
pp. 470-471
Author(s):  
N. Y. Jin
Keyword(s):  
Volume Fraction ◽  
Fatigue Cracks ◽  
Wall Structure ◽  
Matrix Structure ◽  
Dislocation Dipole ◽  
Slip Bands ◽  
Persistent Slip Bands ◽  
The Matrix ◽  
Hard Shell ◽  
Copper Single Crystals

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.

Improving x-ray map resolution with image restoration techniques

1996 ◽  
Vol 54 ◽  
pp. 598-599
Author(s):  
Richard B. Mott ◽  
John J. Friel ◽  
Charles G. Waldman
Keyword(s):  
Image Restoration ◽  
Hubble Space Telescope ◽  
Extensive Literature ◽  
Small Object ◽  
X Rays ◽  
X Ray ◽  
Mapping Parameters ◽  
The Matrix ◽  
The 1960S ◽  
Map Resolution

X-rays are emitted from a relatively large volume in bulk samples, limiting the smallest features which are visible in X-ray maps. Beam spreading also hampers attempts to make geometric measurements of features based on their boundaries in X-ray maps. This has prompted recent interest in using low voltages, and consequently mapping L or M lines, in order to minimize the blurring of the maps.An alternative strategy draws on the extensive work in image restoration (deblurring) developed in space science and astronomy since the 1960s. A recent example is the restoration of images from the Hubble Space Telescope prior to its new optics. Extensive literature exists on the theory of image restoration. The simplest case and its correspondence with X-ray mapping parameters is shown in Figures 1 and 2.Using pixels much smaller than the X-ray volume, a small object of differing composition from the matrix generates a broad, low response. This shape corresponds to the point spread function (PSF). The observed X-ray map can be modeled as an “ideal” map, with an X-ray volume of zero, convolved with the PSF. Figure 2a shows the 1-dimensional case of a line profile across a thin layer. Figure 2b shows an idealized noise-free profile which is then convolved with the PSF to give the blurred profile of Figure 2c.

The Liberalizers: Justifying Free-Market Finance

2018 ◽  
Author(s):  
Louçã Francisco ◽  
Ash Michael
Keyword(s):  
Public Discourse ◽  
Free Market ◽  
Second World War ◽  
Economic Regulation ◽  
Developed Economies ◽  
The Us ◽  
The 1960S ◽  
The Uk ◽  
Second World ◽  
The New Deal

Chapter 5 traces how free market ideology displaced the apparent consensus on economic regulation that emerged from the Depression, the New Deal, and the Second World War. Viewed as cranks within economics through the 1960s, Milton Friedman and his supporters built an apparatus of ideas, publications, students, think tanks, and rich supporters, establishing outposts in Latin America and the UK. When developed economies faltered in the 1970s, Friedman’s neoliberal doctrine was ready. With citizens, consumers, and workers feeling worked over by monopolies, inflation, unemployment, and taxes, these strange bedfellows elected Reagan in the US and Thatcher in the UK and rolled to power in academia and in public discourse with a doctrine of privatization, liberalization, and deregulation. Friedman, Eugene Fama, and James Buchanan whose radical free market views triumphed at the end of the 1970s are profiled. A technical appendix, “Skeptics and Critics vs. True Believers” explores the economic debates.

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