By David X.

Sanchez

 Conflict of Interest
Loyalty and priorization of workloads (2 Line Managers)

Limited Work
Limited work charge and impose work ( departamental ) ex : If someone is just changed from department and rules are differenteyou have to understand. Also a specific work to a new in the department cant be ejecuted

Increased Motivation
The matrix structure encourages a democratic leadership style. This style incorporates the input of team members before managers make decisions. The ability to contribute valuable information before decisions are made leads to employee satisfaction and increased motivation[Decitions to th view point of the employees]
Some employees may become confused as to who their direct supervisor is. For example, an employee may receive different directions concerning the same thing from supervisors in different departments. .

Internal Complexity

 Expensive to Maintain and Internal Conflict

A company's overhead cost typically increases because of the need for double management. The extra salaries an organization must pay can put a strain on its resources

Vulnerable to Reorganization
Employees with specific expierience and job development (jerarquic system) the boss cant be abruptd cahnged to be a guard for example.

 THANKS FOR LISTENING

Aun la Amo con mi vida

Mentira Ella Es mi vida

Henry Mintzberg sggested that the internal structure of an organization depends on both :
COMPLEXITY & PEACE OF CHANGE. Minztberg Argued That a Business can only remain succesfull if its organizational structure is flxible enough to deal with rapid charges in the market. He suggested that organiational structures can sonsist up to six basic parts

Ideology Strategic apex Middle line Operating Core Techno Structure Support Staff

Innovative organizations or adhocracy

Enterpreneurial organizations

 Machine
Mintzberg labeled a highly bureaucratic organization as being like a "machine." Government agencies and other types of large, set-in-their-ways corporations epitomize this style. While structure, consistency and longevity are strengths, limited openness to new perspectives and inefficiencies resulting from bureaucratic processes are common deficiencies.

Professional
The professional organization type has a similar level of bureaucracy to the machine type. However, it is characterized by a high degree of professional, competent knowledge workers who drive the economic engine. These technically skilled workers usually have specialized skills and autonomy in their work, making for more decentralized decision making than is prevalent in the machine type.

Divisional
A divisional structure is most common in large corporations with multiple business units and product lines. In some cases, companies divide their businesses and products into divisions to promote specific management of each division. Centralized control is common in this format with divisional vice presidents overseeing all facets of the work within their respective divisions.

Innovative
An organizational type that allows for cutting-edge leadership is the innovative type. This is common in new industries or with companies that want to become innovative leaders. Decentralized decision making is a key trait as talent leaders are allowed to make judgments with efficiency in mind. The potential for leadership conflict and uncertainty over authority are drawbacks.