The matrix organization
The matrix structure offers organizations an effective system for managing projects. But it also involves much complexity and demands much communication so that all organizational managers--particularly the project and the functional--can effectively and efficiently work together. This article examines the matrix organization (MO). In doing so, it defines the MO and describes its operating structure, the reason organizations use it, and the basis of its evolution. It also details the MO's eight advantages and its five problems, noting the forces that can cause these problems, forces such as power struggles, anarchy, and excessive overhead, among others. It then outlines an approach for using this structure, looking at such implementation concerns as authority, balance of power and responsibilities, and project manager/functional manager interface. It also notes the differences between the strong matrix and the weak matrix, describing the three factors that can affect the balance of power
Article, English, 1979