How does matrix organization differ from functional and project organization?

What is matrix organizational structure and what are its advantages and disadvantages?

A matrix organization is organized into functional departments, but a project is run by a project team, with members coming from different functional departments. On the spectrum of a project manager's authority, matrix organizations are in the middle of two extremes: functional and projectized organizations.

Difference between matrix management and function management?

From the perspective of structure, organizations fall into three categories: 1. Functional organizations 2. Projectized organizations and 3. Matrix organizations. Functional Organizations A functional organization has a traditional organizational structure in which each functional department, such as engineering, marketing, and sales, is a separate entity Projectized Organization A projectized organization's structure is organized around projects. Most of the organization's resources are devoted to the projects Matrix Organization A matrix organization is organized into functional departments, but a project is run by a project team, with members coming from different functional departments The matrix organizations are generally categorized into a strong matrix, which is closer to projectized structure; a weak matrix, which is closer to functional structure; and a balanced matrix, which is in the middle of strong and weak.

Identify and explain three forms of project management structures?

Here are 3 form or Project Management Structures:- Functional Organization Structure- Matrix Organization Structure- Project Organization Structure

How much authority should be assigned to the project manager?

Authority is usually never assigned to the Project Manager, it is either earned (grabbed) by the Project Manager or it is based on the type of organization (functional, projectized, matrix). Functional: The Project Manager has no or little authority over the resources. Projectized: The Project Manager has almost absolute authority. Matrix: A balance between functional and projectized.

How is matrix organization appropriate?

a hybrid of the functional and product organizations

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

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.

What is a project Co-ordinator?

A project expediter is somebody who keeps track of status but has no decision-making authority on a project at all. A project coordinator is someone who does pretty much the same thing, but does get to make some of the minor decisions on the project without having to run them by the functional manager. Coordinators usually report to somebody who is pretty high up in the organization, while expediters are more like assistants to the functional manager. Both of them usually exist in weak-matrix or functional organizations.

What advantages and disadvantages of matrix organisational structure?

First To Answer (Luke and Arran), its all wrong. In the matrix structure, the personnel and other resources that a project manager requires are not permanently assigned to the project, but are obtained from a pool controlled and monitored by a functional manager. Personnel required to perform specific functions in a particular project are detailed for the period necessary, and are then returned to the control of he functional manager for reassignment. Discipline supervisors are responsible for the efforts of the groups constituting assigned project personnel and for other required resources. The members of the groups and their supervisors are charged with the timely completion of the different tasks and are responsible to the project manager and the functional manager.Example: An engineer assigned for a specific period to design a subsystem of a project is responsible to the functional manager for completing the task as scheduled, and to the project manager for providing an acceptable design. The two managers report to a matrix executive.The project manager in the matrix works with the functional manager to establish the resource requirements and their timetable utilization on the project, and to work out the revisions required as the project effort proceeds. The functional manager is responsible for assuring that resources are utilized in the manner best serving the interests of the organization. The formal role of the matrix executive or top-level management is similar to the top subordinate to the position. The general manager is literally on top of or outside the basic matrix structure and therefore should have a clear perspective of all activities and personnel within the matrix. Here, however, the similarity ends. The general manager leads a dual command structure, the functional and the project hierarchies, which must be balanced through a careful blend of autocratic and cooperative managerial styles. Participation is required, for example, in the arbitration of technical disputes and in resource allocations. Autocracy is essential to the establishment, enforcement, and revision of priorities among and between the functional and project entities within the matrix. This role involve the three major managerial concerns:Â· balancing power - The balance of power involves allocating both project and functions budgets, orchestrating personnel assignments, and applying schedule pressures and others.Â· managing the decision context- Management of the decision context is accomplished by establishing strategy, policy, and control systems to assure that decisions are made to benefit the overall organization rather than the individual functional department or project.Â· setting standards - High performance standards start at the top. They must established and enforced by the general manager, since his is the only position in the matrix with the perspective and power to require top quality performance.Advantages of the matrix organizationÂ· It attempts to retain the benefits of both structures ( functional organization and project team structure ).Â· Coordinates resources in a way that applies them effectively to different projects.Â· Staff can retain membership on teams and their functional department colleagues.Disadvantages of the matrix organizationÂ· Potential for conflict between functional vs. project groups.Â· Greater administrative overhead.Â· Increase in managerial overhead

Compare the advantages and disadvantages of matrix type of organization with the functional organization.?

· The Matrix Organization is at the center of a continuum between purely functional type organizations and purely product type organizations. On the functional end of this continuum is the traditional hierarchical structure divided along functional, lines such as marketing, production, and accounting. On the other end of this continuum is the pure product organization. Here, a separate team is formed, duplicating the functional structure but organized under a product Advantages: · Clear project focus · Flexible staffing · Adaptability to management needs and skills · Staff development opportunities · Adaptability to management changes Disadvantages: · Built in conflicts · Resistance to termination · Complex command and authority relationships · Complex employee recognition systems

What are the characterstics of project organization?

I assume you are asking about Projectized Organizations.A projectized organization's structure is organized around projects. Most of the organization's resources are devoted to the projects. The project team members report directly to the project manager who has a great deal of independence and authority (Imagine the structure in the Functional Organization) He reports directly to the CEO and has great control over his team and especially on what happens to his team members (Unlike the functional structure where the team is at the mercy of the functional manager)Along with the responsibility comes the high level of autonomy over the projects. The projects managers are a happy bunch of people in a Projectized organization. The functional and projectized organizations are like north and south poles of a magnet.There are other types of Organizations as well:Functional Organizations &Matrix Organizations

Forms of organizational structure?

An organization can have one of the following structures:- Functional Organizational Structure- Matrix Organizational Structure

What are the differences between a project coordinator and a project expediter?

They're actually pretty similar. A project expediter is somebody who keeps track of status but has no decision-making authority on a project at all. A project coordinator is someone who does pretty much the same thing, but does get to make some of the minor decisions on the project without having to run them by the functional manager. Coordinators usually report to somebody who is pretty high up in the organization, while expediters are more like assistants to the functional manager. Both of them usually exist in weak-matrix or functional organizations