1. Jump to first page Draw your Organization Chart

2. Jump to first page Matrix Organizations

3. Jump to first page Read n KNIGHT, K “MATRIX ORGANISATION: A REVIEW”, JMS, MAY 1976, PP 111-130 n GALBRAITH, J.R. “DESIGNING COMPLEX ORGANISATIONS”, ADDISON-WESLEY, 1973 n “MATRIX ORGANISATION DESIGNS”, BUSINESS HORIZONS, FEB. 1971, PP 29-40 n KINGDON, D.R. “MATRIX ORGANISATION”, TAVISTOCK, 1973

4. Jump to first page F TEAM F INTERDISCIPLINARY F INTERORGANISATIONAL F SPECIFIC PURPOSE

5. Jump to first page Types of organisation F What types of organisation have you worked in? F How would you describe their characteristics?

6. Jump to first page VERTICAL ORGANISATION HIERARCHIES F FUNCTIONAL F PRODUCT F PROCESS F GEOGRAPHY F CUSTOMER

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8. Why use matrix?

9. Jump to first page FUNCTIONAL ORGANISATION  CONTINUITY F CAREER PATH F FUNCTIONAL EXPERTISE n BUT u NO CUSTOMER FOCAL POINT

10. Jump to first page PROJECT ORGANISATION  MINI COMPANY F INDEPENDENT F LINE AUTHORITY n BUT u DUPLICATION u NO RESERVOIR u CAREER?

11. Jump to first page MATRIX - ‘MIXED’ - ORGANISATION n VERTICAL FUNCTIONAL HIERARCHY ‘OVERLAID’ n BYLATERAL AUTHORITY, INFLUENCE OR COMMUNICATION

12. Jump to first page Co-ordination

13. Jump to first page HISTORICAL DEVELOPMENT

14. Jump to first page FACTORS AFFECTING INFLUENCE UNCERTAINTY DIVERSITY INTERDEPENDENCE  SPECIALISATION ECONOMY OF SCALE

15. Jump to first page MechanisticOrganic

16. Jump to first page MATRIX - ADVANTAGES n EFFICIENCY n FLEXIBLITY n TECHNICAL EXCELLENCE n BALANCE n FREEING TOP MANAGEMENT n MOTIVATION n DEVELOPMENT

17. Jump to first page BENEFITS: COSTS n DECENTRALISATION n FRAGMENTED JOBS n EVOLUTION n POSITION

18. Jump to first page Problems Arising

19. 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?

20. Jump to first page ORGANISATIONAL DEVELOPMENT

21. 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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