Until the 1970s, large corporations set up their organizations into silos. A silo was a division of the workers where they would report to either a line or functional manager. A matrix organization today is the attempt for the creation of a proper restructuring of the company so that it can be developed into a goal-oriented project management team.
Several different categories of matrix organizations exist. In each, the goal is to create a balance of power between each manager's particular functional needs. The primary types of matrices include: The Weak Matrix, Strong Matrix, and Balanced Matrix organizational structure. This article will discuss the benefits and drawbacks of the strong matrix organization structure.
Strong Matrix Structure
Because of the problems inherent in the previous format, a strong matrix structure was developed. In this instance, it is the project managers rather than the line managers that are responsible for workers. The project managers, however, do not possess responsibility for details related to the administration of human resource matters. Hence, the project manager can feel empowered to directly manage workers, and, as a result, manage an entire project appropriately, without forcing project managers to become involved in human resources issues.
I have personally experienced this type of work environment. I was able to manage the project team and maintain authority over everything except Human Resources issues. This structure was very satisfying from the perspective of a project manager. In such a situation, I led a team as PM, and maintained complete autonomy over their project-related work, but left all other details that were not project-related, including performance reviews, employment contracts, training needs, and the administration of vacation issues to a staff manager. In such a circumstance, I was best equipped to concentrate on the project at hand.
In this situation, then, when a new project begins, the project manager discusses staffing requirements with each functional manager, who then tries to provide the necessary resources and training. Functional managers often develop plans, as well as charts (such as Gantt charts) determining how individuals are to be organized in each project. In addition, staff might be directed to move to another project or manager if this becomes necessary, but only with the project manager's approval.
While project managers cooperate with functional managers, the project manager is primarily responsible for every detail related to the project. Hence, in this matrix structure, the project manager has primary authority and responsibility.
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