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The weak matrix. In this case a project manager oversees staff from different

functions but still reports in to his or her functional manager. Such a structuring of the

project allows some engagement of those with a stake in the project and enhances the

possibility for communication across functional areas - but it is still hierarchical and for

this reason retains most of the problems associated with a functional organisation.

The strong matrix - In the strong matrix the project manager is independent of

functional management. Indeed in this model it is the role of functional managers to

support the project by providing technical expertise and assigning resources as and

when required. Of course in this structure there is potential for conflict between the

project manager and the functional manager over resource assignment and cost

allocation - as a result excellent communication, strong relationships and a flexible

working culture are required.

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Q: What is the difference between strong and weak matrix organisational structure?
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