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Matrix Management

The document discusses matrix management and argues that it is more of a frame of mind than an organizational structure. While managers have tried to implement complex structures like the matrix, these are often unmanageable in reality. Instead, managers should strive for flexibility. True organizational change comes from psychology, not structure. To bring about psychological change, the document recommends developing a clear vision, managing human resources effectively, and integrating individual work into the broader corporate agenda through "co-option."

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Grace Saragih
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622 views8 pages

Matrix Management

The document discusses matrix management and argues that it is more of a frame of mind than an organizational structure. While managers have tried to implement complex structures like the matrix, these are often unmanageable in reality. Instead, managers should strive for flexibility. True organizational change comes from psychology, not structure. To bring about psychological change, the document recommends developing a clear vision, managing human resources effectively, and integrating individual work into the broader corporate agenda through "co-option."

Uploaded by

Grace Saragih
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

Matrix Management: Not a structure a frame of mind

By: gRaCe SaRagiH

Matrix Management: Not a structure a frame of mind

The authors argue that todays managers have lost some element of control over their companies. The source of this disruption can be traced to both strategic blunders and organizational miscues.

Matrix Management: Not a structure a frame of mind

On the strategic front, managers have pursued simplified strategies to address complex and dynamic problems. On the organizational side, managers have tried to implement complex, overly structured organizational hierarchies (e.g. the matrix structure) that, in most real situations, are truly unmanageable. What managers really should have strived for was flexibility, and not rigid and complex reporting lines.

Matrix Management: Not a structure a frame of mind

Managers reasoned that structures, such as the matrix, would work because they (inaccurately) assumed that organizational anatomy drove change. In reality, the authors argue, it is organizational psychology that really leads to lasting change. Formal structure changes should only be used as a last step in developing a multi-dimensional organization.

To bring about the necessary psychological change, managers need to:


1. Develop a clear and consistent corporate vision 2. Manage human resource tools to broaden individual perspectives and to
develop identification with corporate goals

3. Integrate individual thinking and activities into the broad corporate agenda
by a process called co-option.

Corporate Vision
An effective corporate vision will have:

Clarity: A clear vision must be simple, relevant, and able to be reinforced. Continuity: Despite shifts in leadership and adjustments in short term business priorities, companies must remain committed to the same core set of strategic objectives and organizational values. Consistency: All employees should share the same vision, otherwise confusion and mixed objectives will ensue.

Human Resources
Basically, the authors reinforce what we learned in HR:

1) recruitment and selection 2) training and development 3) career path management

Co-Opting Management Efforts


Essentially, all managers need to feel that they have a stake in the broader
corporate vision. Delegation and responsibility sharing will help eliminate parochialism and territory defense.

Ultimately, companies should strive for a matrix of flexible perspectives


and relationships within each managers mind.

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