Matrix departrnentation

Matrix management was introduce in the early 1960s in response to the growing complexity and size of technically oriented enterprises, which needed more flexibility. Initial, the aerospace industry and later Dow Corning, General Electric, Shell oil and other industry giants adopted this concept of a project management structure superimposed on a traditional functional organization. Matrix departmentalization attempts to combine functional and task for (project) departmentalization designs to improve the synchronization o: multiple components for a single activity (i.e., a moon launch), to improve economics of scale, and to better serve the customer and company. Supervision is dual, encompassing technical and administrative managers. and  incorporates  several  reporting systems and interweaves communication lines for transmitting decisions.

           

Many argue that this form of departmentalization achieves a more balanced form of organization structure and expedites complex and specialized decision-making challenges. However, care should be exercised in adopting matrix departmentalization. The traditional "one worker, one boss" management practice is severely modified. The matrix arrangement requires extensive communication, and it should meet internal company needs and not simply be grafted onto the existing organization in the hope of demonstrating progressive management thinking. Matrix departmentalization may slow down decision-making and thus all managers must understand the rules of the game. Usually this necessitates an educational effort so that none feels that their decision making is threatened, and non-management members learn how to function with two managers.