Jump to first page Draw your Organization Chart
Jump to first page Matrix Organizations
Jump to first page Read n KNIGHT, K “MATRIX ORGANISATION: A REVIEW”, JMS, MAY 1976, PP n GALBRAITH, J.R. “DESIGNING COMPLEX ORGANISATIONS”, ADDISON-WESLEY, 1973 n “MATRIX ORGANISATION DESIGNS”, BUSINESS HORIZONS, FEB. 1971, PP n KINGDON, D.R. “MATRIX ORGANISATION”, TAVISTOCK, 1973
Jump to first page F TEAM F INTERDISCIPLINARY F INTERORGANISATIONAL F SPECIFIC PURPOSE
Jump to first page Types of organisation F What types of organisation have you worked in? F How would you describe their characteristics?
Jump to first page VERTICAL ORGANISATION HIERARCHIES F FUNCTIONAL F PRODUCT F PROCESS F GEOGRAPHY F CUSTOMER
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Why use matrix?
Jump to first page FUNCTIONAL ORGANISATION CONTINUITY F CAREER PATH F FUNCTIONAL EXPERTISE n BUT u NO CUSTOMER FOCAL POINT
Jump to first page PROJECT ORGANISATION MINI COMPANY F INDEPENDENT F LINE AUTHORITY n BUT u DUPLICATION u NO RESERVOIR u CAREER?
Jump to first page MATRIX - ‘MIXED’ - ORGANISATION n VERTICAL FUNCTIONAL HIERARCHY ‘OVERLAID’ n BYLATERAL AUTHORITY, INFLUENCE OR COMMUNICATION
Jump to first page Co-ordination
Jump to first page HISTORICAL DEVELOPMENT
Jump to first page FACTORS AFFECTING INFLUENCE UNCERTAINTY DIVERSITY INTERDEPENDENCE SPECIALISATION ECONOMY OF SCALE
Jump to first page MechanisticOrganic
Jump to first page MATRIX - ADVANTAGES n EFFICIENCY n FLEXIBLITY n TECHNICAL EXCELLENCE n BALANCE n FREEING TOP MANAGEMENT n MOTIVATION n DEVELOPMENT
Jump to first page BENEFITS: COSTS n DECENTRALISATION n FRAGMENTED JOBS n EVOLUTION n POSITION
Jump to first page Problems Arising
Jump to first page Making Matrix Work n DEFINITION OF ROLES: WHO : F WHAT? F WHEN? F FOR WHOM? PM FM F WHAT? F WHEN? F HOW MUCH?
Jump to first page ORGANISATIONAL DEVELOPMENT
Jump to first page GUIDELINES GALBRAITH n “MAKING LATERAL PROCESSES EFFECTIVE” u PERCEIVED REWARD u INFORMATION & AUTHORITY u KNOWLEDGE INFLUENCE u LATERAL/VERTICAL PROCESSES u PART OR FULL TIME u LEADERSHIP
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