MATRIX MANAGEMENTNOT A STRUCTURE, A FRAME

OF MINDATIF GHAYAS

MAHFOOZ ANSARI

ALIGARH MUSLIM UNIVERSITY, ALIGARH

Christopher A Bartlett: Professor of general management at Harvard Business School.

Sumantra Ghoshal: Associate professor at European Institute of Business Administration (INSEAD) France.

ABOUT THE AUTHORS

Introduction Background Matrix Structure Building Organization Building a shared vision Developing Human Resources Co-opting Management Efforts Conclusion

CONTENTS

MATRIX MANAGEMENT-INTRODUCTION Two reporting superiors. One functional, one operational.

Research Production Sales Finance

Product A

Product B

Product C

Product D

BACKGROUND1980s - companies were redefining

strategies and operations due to: Globalization of markets Intensification of competition Acceleration of PLC complexity of relationship

Strategic Trap: Simple solution to complex problems

Structural Trap: Complex organizational structure

TRAPS

MATRIX STRUCTURE

Became fashionable in 1970s and 1980s Parallel reporting relationship formal mechanism Multiple information channels Overlapping responsibility

MATRIX STRUCTUREBut in reality matrix proved all but

unmanageable Dual Reporting-Conflict Proliferation of channels-Info logjams Overlapping Responsibility -Turf battles Distance barrier -confusion and conflict

SHIFT OF FOCUS Issues of Strategy -managing people and

processes. Most ingenious plan- viable and flexible

strategic process. Elegant structure -capture individual

capabilities.

BUILDING AN ORGANIZATIONDefined objectives in purely structural

terms.They must also concern themselves with: Organizational physiology: system that allow information to flow Organizational psychology: shared norms, values, and beliefs.

BUILDING AN ORGANIZATIONBuilding the organization rather than

installing a new structure. They: Developed Clear corporate vision Managed human resource Integrated individual thinking

BUILDING A SHARED VISIONvision must be crafted and articulated with: Clarity of expression Continuity of purpose Consistency of application

CLARITY Simplicity: Makes vision more powerful. Relevance: Linking broad objectives to concrete

agendas. Reinforcement: To keep vision from becoming obsolete.

Companies must remain committed to core set of strategic objectives

CONTINUITY

CONSISTENCY

• Everyone must share the same vision.• Lack of which can create confusion.

DEVELOPING HUMAN RESOURCE Capable managers- scarcest resource Capabilities of individual managers into

building blocks of the organization. Leaders in recruitment, development,

assignment.

Recruitment and selection:

To tap the full range of available talent Training and development: To Inculcate common vision and shared

values Career path management:

new perspective through personal experience.

DEVELOPING HUMAN RESOURCE

CO-OPTING MANAGEMENT EFFORTS Managers tend to become specialized and

isolated. Respond parochially to intrusions. Even when the overall corporate interest is

at stake.

CONCLUSION 3rd generation strategies, 2nd generation

organizations, 1st generation managers. Less on ideal structure, more on performance

“The challenge is not so much to build a matrix structure as it is to create a

matrix in the minds of managers”

THANK YOU