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Matrix structures occur when projects cut across the traditional functional boundaries in an organization. Running these projects without compromising regular organizational activity can be a complex task. Here we outline some of the approaches to matrix management and provide guidance around the issues involved.
Matrix Management Models
There are different methods of managing matrix structures. The differences generally center on where authority lies. Knight separates matrix management into three different models: [1]
1. The Coordination Model
Employees stay members of their original function and continue day-to-day activities, but are involved in cross-departmental collaboration to achieve extra-departmental objectives. Organizational structure is changed as little as possible. Project managers will be responsible for their project but will have no authority over employees.
2. The Overlay Model
Employees stay members of their original function, but also become members of a separate project team. Individuals are accountable to both their line manager and the project manager. The allocation of authority and responsibility between the two managers can vary in this model.
3. The Secondment Model
Employees move from their function to become part of a project team for a period of time, and return on completion of the project (or their part of the project). The project manager has full authority over the project team.
There are subtle but important differences between these models. There is no ‘right’ model – an organization may even adopt different approaches depending on the project.
Managing the Matrix
A number of issues should be taken into account for a matrix to run smoothly:
Responsibility and Authority
Successful matrix management requires cooperation. Project managers and line managers need to work together. Project managers require a degree of authority over the people, resources and information to achieve the project aims: line managers need to be sure that their position will not be compromised. The roles and responsibilities of both line and project managers should be clearly defined and agreements made about how they will work together, so that there is no suggestion of ‘who wins and who loses’ power.
People
Everyone in the organization needs to understand:
- the structure and demands of the matrix
- the organizational advantages of a matrix structure
- the organizational goals, objectives and vision
- roles and responsibilities in the organization so that they are aware of their own authority and that of others
- the functioning of the organization as a whole and of the different departmental teams
- their personal roles and responsibilities and how their effort affects the bigger picture
Departmental heads need an understanding of how to function in a matrix environment. They will have to coordinate the contributions of individuals who have other responsibilities outside the team and may need to help to manage their workloads. Training and development activities across teams can help to plan and implement methods of working together effectively.
Project team members’ location can affect their motivation. If individuals stay within their function, they may have difficulties blending with the project team. However, if they move, they may feel isolated from their original team. Whichever option seems better, and this may vary according to circumstances, it may be worth considering ways to keep the individuals in touch with both teams, such as teambuilding, organized events, or having a desk available in their department and project location.
Resources
Managing resources can be an issue. Resource allocation can be planned effectively through a three-step process:
- define general principles of how resources will be allocated across the organization and projects
- give responsibility to the head of project management to check for overlap and ensure consistency across projects
- the project manager plans the resources and timescale requirements for their project. They should liaise with the departmental manager to make sure the plan is feasible, the day-to-day functioning of the department is not compromised and individuals’ workloads are reasonable
Project managers may encounter a number of challenges when working with different departments:
- resources may not be available when needed, or may be pulled from the project if the department decides to re-allocate them
- if a number of projects run simultaneously there may be competition for resources
- projects may clash, for example, launch or promotion dates
Such issues may require timescales to be altered.
Processes
Matrix structures need the support of communication and information-sharing systems, decision-making processes and a project management methodology.
Processes for conflict resolution and disciplinary procedures need to be in place. Line managers are ultimately responsible for an individual’s performance, so project managers should refer any serious issues to them. Line managers will also carry out performance appraisals and should incorporate feedback from the project manager.
Employees who will be expected to work within a matrix structure should be made aware of their split responsibilities. These expectations should be made clear in individuals’ job descriptions and induction. Allowing new employees to shadow someone working on a project will help them to develop the necessary understanding of what is expected of them when working in a matrix structure.
A Word of Warning
Matrix structures can be difficult to manage if the projects are very complex, or many run at the same time. The key to success lies in ensuring all team members understand their roles and responsibilities, keeping processes clear, and maintaining communication at all times.
Source: Knight, K. (1977). Matrix Management: A Cross-Functional Approach to Organization. Gower Press.
References[1] Knight, K. (1977). Matrix Management: A Cross-Functional Approach to Organization. Gower Press.
