Before the 1970s, big corporations used to work in "silos". This denomination refers to groups of workers who functioned in separate spheres and answered to line or functional managers. You can get an idea of the process if you visualize several columns on a page. Each one is directed by a line manager, and each line manager is in charge of a single worker group. Since these groups were mostly isolated and autonomous, as a result some work functions were doubled by each silo.
Different styles of matrix management can exist within an organization. The overall objective is to satisfy divisional or departmental functional requirements by pooling workers with similar skills. The major organizational matrix types consist of either weak, strong, or balanced matrix structures. This article presents pros and cons of the weak matrix organization.
A Balanced Matrix Organization Structure
Absolute power induces absolute corruption is an old age saying. Unless a suitably balanced power structure is evolved and implemented a power struggle would crop up in a matrix structure. This may result in the most unhealthy situation of one group managers controlling the other consequentially adversely affecting the project as well as the organization, though, for the time being any individual phase or isolated project may not be affected. If no such balance is attained, a project manager having singular control might direct a functional manager and compel to spare the most valuable team members of the project resulting in non completion of the project.
Guidelines need to be in place to solve any problems that might arise due to conflicts with organizational boundaries. These guidelines should clearly state when each manager is in control of a particular worker. For example, make a rule stating that a worker may only be managed by the functional manager for projects lasting less than a week. For projects expected to take longer than one week's time, the rule could be that the project manager will control that employee. Another rule to consider is that one person may not be employed for two consecutive projects by the project manager.
Structural rules and regulations can be adopted in several possible ways to gain an objective which is the balancing power between functional managers and a project in order to prevent win or lose conditions. Hence, the balance of power is derived from balanced matrix leading to a better structural format of the company.
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