ARC 085

RESEARCH WORK NO.1

ARTHUR LOUIS T. AQUINO

BSAR-UP-FB1-BSAR5-02
RACI ANALYSIS
RACI Analysis describes the participation by various roles in completing tasks or deliverables
for a project or business process. RACI is an acronym derived from the four key responsibilities
most typically used: responsible, accountable, consulted, and informed. It is used for clarifying
and defining roles and responsibilities in cross-functional or departmental projects and processes.
RACI Analysis helps complete the cells of the RACI matrix identifying who has the
responsibility, the accountability and who will be consulted and informed for each task.

WORKLOAD ANALYSIS
Workload analysis is a process of designing an effective data mart. Workload analysis gathers
information about your warehousing queries as you run them, known as query probing, and
analyzes the resulting data to determine which queries are good candidates for acceleration. The
columns, tables, and joins used by the queries that can be accelerated are included in the data
mart definition.
If you do workload analysis manually, you can identify specific statements, for example
statements that took a certain length of time to process, or statements that accessed specific
tables. With that information, you can include the probing data that resulted from only these
statements in the mart definition. This requires accountability and being informed to distribute
responsibility among the group.

RE-ORGANIZATION
Reorganization is the implementation of a business plan to alter a corporation’s structure or
finances because of financial duress, a desire to change strategy, or a government order. It may
involve, among other tactics, changes in assets and liabilities; changes in ownership structure or
corporate control; consolidating, selling, or eliminating departments or product lines; replacing
or discharging employees; or renegotiating debt agreements. 
Reorganization is necessary when a merger or acquisition takes place. When a business merges
with another company, the joined forces may need to restructure to develop a new identity. And,
the new combined business may need to let some employees go or make management changes.

EMPLOYEE TURNOVER
Employee turnover refers to the total number of workers who leave a company over a certain
time period. It includes those who exit voluntarily as well as employees who are fired or laid off,
that is, involuntary turnover. Turnover is different from attrition. When calculating attrition,
force reductions and terminations are not counted.
WORK ASSIGNMENT

It is a methodology organizations use to create and assign work tasks to employees based on
their skills, abilities, and interests. This approach can help to improve employee productivity and
satisfaction while also reducing organizational costs. It helps the people within the group know
their responsibilities as a member.

PROJECT MANAGEMENT
Project management is the application of processes,
methods, skills, knowledge and experience to achieve
specific project objectives according to the
project acceptance criteria within agreed parameters.
Project management has final deliverables that are
constrained to a finite timescale and budget.
Project management involves the planning and
organization of a company's resources to move a
specific task, event, or duty towards completion. It
can involve a one-time project or an ongoing activity,
and resources managed include personnel, finances,
technology, and intellectual property. This is the
definition of being Accountable in RACI Analysis.

CONFLICT RESOLUTION
Conflict resolution is a way for two or more parties to find a peaceful solution to a disagreement
among them. The disagreement may be personal, financial, political, or emotional.
When a dispute arises, often the best course of action is negotiation to resolve the disagreement.
The goals of negotiation are:

 To produce a solution that all parties can agree

to
 To work as quickly as possible to find this
solution
 To improve, not hurt, the relationship between
the groups in conflict

Conflict resolution through negotiation can be good

for all parties involved. Often, each side will get more
by participating in negotiations than they would by
walking away, and it can be a way for your group to get resources that might otherwise be out of
reach.
DOCUMENTS THE STATUS QUO
The phrase “Status quo” means the 'existing state of affairs'. It is the short form of the Latin
phrase “in statu quo”. It is a set of records of that professionals or companies keep to provide
evidence or information that can be used to inform decisions. In the workplace, documentation is
retained records of employment and company actions and events as required by legal mandates
and company policy.
The people assigned will be kept up to date on the task or deliverable. This could be on
progress, or when the task or deliverable is completed. This relates to one of the stand of RACI
which is being Informed: Keeping Aware.

MATRIX ORGANIZATION STRUCTURES

A matrix organizational structure is a combination of two or more frameworks, such as
functional management and project management. In its simplest form, a matrix organizational
structure comprises two chains of command, one person reporting to two supervisors.
When looking at an organizational chart, you can see the relationships typically shown as solid
or dotted lines. An employee may have more than one line showing that they report to multiple
leaders.
The vertical lines typically represent the reporting structure within a hierarchy structure, such as
a functional department. For example, if you work as a graphic designer, you may report to the
marketing manager and to an executive director.
Besides the functional or vertical lines of an organizational structure, a project manager may also
manage a team of people from various departments. The horizontal lines on an organizational
chart represent this additional reporting structure. The project manager uses resources from
multiple departments, such as marketing, administration and human resources to work together.
Both the functional department manager and the project manager use the same resources within
the organization. For example, you primarily report to the company's marketing manager and to
a project manager for a new product launch.

THERE ARE THREE TYPES OF MATRIX ORGANIZATIONAL STRUCTURES:

 Weak matrix structure - A weak matrix structure is most similar to a traditional
hierarchical structured workplace. A functional manager is the dominant decision-maker
and oversees all aspects of a project. The project manager is in a position of authority but
ultimately reports to the functional manager. As an employee in this structure, you work
 under both the functional and project manager's guidance and direction. However, your
main direction comes from your functional manager.

 Balanced matrix structure - A balanced matrix structure gives more authority to the
project manager than within a weak matrix structure. Both the functional and project
manager hold authority. As an employee in this structure, you work under the guidance
and direction of both managers. Your functional manager is your primary contact, but
you still report to the project manager.

 Strong matrix structure - A strong matrix structure gives the project manager equal or
greater authority than a functional manager. The project manager has primary control
over resources and the distribution of tasks. As an employee in this structure, your
primary direction and guidance come from the project manager, with secondary direction
coming from the functional manager.

ADVANTAGES OF MATRIX ORGANIZATIONAL STRUCTURES

There are several advantages of using a matrix organizational structure because of its highly
collaborative design and sharing of resources. The advantages include:

 Improved communication
A matrix organization structure creates a more open work environment. The sharing of
information is no longer kept within a department silo. Multiple departments
 communicate effectively to complete projects and improved communication resolves
issues with greater efficiency.
 Increased employee development
Because it introduces your employees to various projects, positions and departments, a
matrix structure is excellent for encouraging professional development. It exposes
employees to working with more than one manager, which helps develop interpersonal
and communication skills. Working closely with people from other departments also
presents your employees with opportunities to learn unique skills and abilities.

 Encourages employee motivation

A matrix structure within an organization encourages a culture of contribution. As a
result, your employees feel a greater sense of motivation. The system encourages greater
autonomy and more employee input. The company highly values all points of view.

 Collaboration and maximizing resources

A company shares resources and maximizes them within a matrix organizational
structure. It encourages collaboration and teamwork. Bringing together highly skilled
employees from various departments allows a company to capitalize on its most
significant strengths internally instead of hiring contractors or professional talent outside
the organization. And once they have completed a project, team members don't have to
worry about their position being eliminated, as they can continue with their departmental
duties.

DISADVANTAGES OF MATRIX ORGANIZATIONAL STRUCTURES

Along with the advantages of matrix organizational structure, there are several disadvantages
that you should consider:
 Roles are not clearly defined
Without careful planning, both managerial and team members' roles become undefined,
causing confusion and frustration. A common struggle is the dynamic between functional
managers and project managers. Unless they clearly define the management roles and
responsibilities, questions arise about who has the final decision-making power.
Similarly, employees who report to two managers may feel conflicted without clear
direction and guidance. Creating a detailed definition of job scope and responsibilities for
both functional and project-based roles eliminates this challenge.

 Slower decision-making process

The decision-making process within a matrix organizational structure has the potential to
become slower. Because various managers need to approve a decision, the project needs
to account for a longer time frame. And multiple departments may require extra steps to
support a decision. For example, quality control may have various checkpoints before
 signing off on a decision before it proceeds to the next step. Accounting for the multiple
decision-making steps and additional time eliminates this specific disadvantage.

 Increased workload may cause burnout

Without having the proper checks and processes in place, a matrix structure may increase
employee workload to the point of burnout. Because employees are spreading their time
between multiple managers and projects, supervisors must be conscious of unrealistic
workloads. This can lead to missing or forgetting tasks, or decreased quality of work.
Checking in with employees and encouraging clear and open communication eliminates
this risk.

 Difficulty in measuring employee performance

Within a matrix organization structure, employees have multiple people they report to
and various roles and responsibilities to balance. Because of this, it's difficult to gauge
employee performance.

You can minimize this challenge by setting clear expectations with the employee
regarding their functional role and project-based deliverables. Completing an employee's
evaluation together with both functional managers and project managers can help offer a
well-balanced review.

The Illustration below can be an example of Matrix Organizational Structure relating to

Architects. The Head Architect as the General Manager while Senior Project Manager, Senior
Architect and Head Engineer as the functional/senior managers and the rest are managers
excluding the draftsman.
REFERENCES:
 https://www.ibm.com/docs/en/informix-servers/14.10?topic=mart-workload-analysis
 https://www.netsuite.com/portal/resource/articles/human-resources/employee-
turnover.shtml
 https://www.thebalancecareers.com/conflict-resolutions-skills-2063739
 https://ca.indeed.com/career-advice/career-development/matrix-organizational-structure
 https://www.apm.org.uk/resources/what-is-project-management/
 https://ctb.ku.edu/en/table-of-contents/implement/provide-information-enhance-skills/
conflict-resolution/main
 https://thedigitalprojectmanager.com/raci-chart-made-simple/
 https://fourweekmba.com/matrix-organizational-structure/
 https://creately.com/diagram/example/i55hc5nl/architecture-firm
 https://www.erp-information.com/work-assignment.html