Matrix structure in organisations essay

Going off of a very rough historical comparison to WW1 and earlier naval organizations try: The logistical support ships, cargo, colliers, oilers, etc.

Matrix structure in organisations essay

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Matrix structure in organisations essay

Nevertheless some general principles can be found: As a result, a double influence sphere can be recognised where the corresponding team or employee is. The history of the matrix organisation Matrix structure in organisations essay the reasons for its establishment The origin of the matrix organisation can be expressed as a developmental variation in project management.

After the American Ministry for Defence gained some beneficial experience in project management during the Second World War, for the development and the building of the first atomic bomb project Manhattanseveral government departments encouraged this type of organisational structure in the private industry sector stipulating, that all companies who would like to receive orders, needed to present one contact person who was competent in answering all necessary questions.


The success of the US Air and Space industry during the 50s and the 60s was to a large extent due to this organisational measure.

Project organisation quickly spread into other sectors and even entire companies, which worked on major projects, such as research and development departments, advertising agencies and enterprise consultancy. The matrix idea was originally limited to projects and, therefore, to a limited time period and purpose.


Inthe Dow-Corning company attempted for the first time to transfer the basic idea of multi-dimensionality into a permanent organisation. After only a few years, the list of users of the matrix organisation included a large number of important US firms, which had a multi-dimensional structure. The main reason for choosing this type of organisation for the above named companies was the expanding complexity of their management areas.

Regarding efficiency and productivity, the classic forms of organisation offered insufficient solutions for existing problems such as increasing internal co-ordination in particular between the functional and product-specific areasthe extension [in size] of companies or the alignment with international markets.

Advantages of matrix structures A primary advantage of the matrix organisation can be found in the efficient allocation of organisational resources.

Seven Design Problems

Through the integration into the different projects, this ensured that specialists and top performing people did not lose control of the actual project. The following points speak for the implementation of a matrix organisation: For example, for establishing a new matrix post for a new product, there are function-dimensional specialists available who can integrate the new product into existing structures and, possibly, avail themselves of personnel from other product groups.

Most of the time, the implementation of the matrix organisation comes together in that it lightens the burden on the top management, or a delegation of decisions to lower levels. The matrix management is released from questions of co-ordination and advanced planning and can concentrate on important political decisions in the relevant area company policy, section policy.

Having a two or three-dimensional structure, the responsibility of the individual staff member is upgraded. In addition, this form of organisation allows space for team-design in terms of problem solving; all this in a far stronger participating and democratic way, than with other functional hierarchies.

By giving away a certain amount of decision-making, the involvement of the individual person to the project is increased, which in turn has an effect on their motivation.

The positive characteristics of the matrix organisation show that this type of organisation can, in particular, achieve a high degree of specialisation, as well as co-ordination, which might have a positive effect on the short-term ability to adjust and a long-term ability to innovate.

Disadvantages of matrix structures Besides the above-mentioned advantages, there are — as in all other forms of organisation — also a number of dangers or disadvantages. Although some of these also apply to other types of structures, the matrix organisation seems to be particularly at risk in the following situations:Matrix structure in organisations Essay Sample.

In the economic literature no one generally corresponding definition for the concept “Matrix-Organisation” exists. Explain the advantages and disadvantages of a matrix structure in organisations. Topics: Management Advantages and disadvantages of matrix structure Essay Efficient in a matrix structure, individuals from the marketing, finance and product departments may confer with one another to formulate strategies.

The specialized. The matrix structure is more complex than the other forms of structure. It combines different structural dimensions simultaneously, for example, product divisions and geographical territories or product divisions and functional specialism.

A "general statement" "intended to develop a unified conceptual scheme for theory and research in the social sciences" was published by nine USA social scientists in Theory was to be based on a "theory of action" in which "the point of reference of all terms is the action of an individual actor or collective of actors".

Topic: Parliament and State Legislatures – structure, functioning, conduct of business, powers & privileges and issues arising out of these..


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Context: The Delhi High Court has quashed a notification issued by President Ram Nath Kovind disqualifying 20 AAP MLAs for holding offices of profit as Parliamentary Secretaries. The court has reinstated all 20 MLAs, holding that the.

Matrix structure in organisations essay

Strictly speaking, matrix management, which was "introduced in the s in the context of competition" is the practice of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the.

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