1. ENGR. 5280 FAISAL BADAHMAN OJEAGA OGBEIDE

2. Knowingwhat a matrix organization Identifying the types of matrix structure Advantages and Disadvantages of matrix 3. Whatis an organization Structure? 4. Isa system that provides a framework for launching and implementing project within a parent organizationTypes Functional Projectized Matrix 5. Whatis a functional and Projectized Organization Structure??? 6. The classic organizational structure where the employees are grouped hierarchically of specialization. Managed through clear lines of authority and report ultimately to one top person. 7. The entire organization structure is designed to support project or product team.An example of this would be a company that produces three distinct products, "product a", "product b", and "product c". This company would have a separate division for each product. 8. Byits simplest definition, a matrix organization is a type of an organization structure which takes the best features of both world. i.e the projectized and functional organization structure The matrix is a grid-like organization structure that allows a company to address multiple business dimension using multiply command structure 9. PresidentProject structure Vice President, EngineeringVice President, FinanceVice President, ProductionFunctional Structure Vice President. MarketingProject Manager, Taurus Project Manager, Mustang Project Manager, Explorer Project Manager, ExpeditionSubordinate reports to both Vice President of marketing &to project Manager for Mustang9 10. Inmatrix organization there are two chain of command one along functional lines (vertically) and the other along the project line (horizontally) The matrix structure is designed to optimally utilize resource by having individual work on multiple projects as well as being capable of performing normal functional duties 11. Strong/Project Balanced Weak/Functional 12. Ithas a lot of common characteristic of the projectized organization. Most authority and power lies with the project manager. The Project manager has a full time role, he controls when and what specialists do and has final say on major project decision. Functional is only consulted when needed. 13. Chief ExecutiveFunctional ManagerFunctional ManagerFunctional ManagerProject ManagerStaffStaffStaffProject ManagerStaffStaffStaffProject ManagerStaffStaffStaffProject Manager 14. Thepower is shared between the functional manager and the project manager. The project manager is responsible for defining what need to be accomplished while the functional manager are concerned with how it will be accomplished 15. Chief ExecutiveFunctional ManagerFunctional ManagerFunctional ManagerStaffStaffStaffStaffStaffStaffProject ManagerStaffStaff 16. Thefunctional manager control the project budget The project manager has a part-time role with very limited power and authority The functional manager call most of the shots and decide who does what and when the work is completed 17. Chief ExecutiveFunctional ManagerFunctional ManagerFunctional ManagerStaffStaffStaffStaffStaffStaffStaffStaffStaff 18. Haveyou ever reported to more than one manager? What were the challenges of such a situation??? 19. Internal ComplexitySome employees may become confused as to who their direct supervisor is. The dual authority and communication problems may cause division among employees and managers. Miscommunication and ineffective managing can result in employee dissatisfaction and low morale. Prolonged issues may cause an organization to experience high employee turnover. 20. Expensiveto Maintain and InternalConflict 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. The sharing of employees may cause unhealthy competition between managers within a company. The competition for scare resources may cause hostility within the workplace and hinder production 21. Stressful Stress placed on workers due to reporting to more than one boss.Slow Decision making can get bogged down do to arguments between multiple functional groups, causing agreements to be forged..Especially true for balanced matrix. 22. EfficientInformation Exchange Departments/functionalwork closely together and communicate with each other frequently to solve issues With efficient lines of communication, productivity is enhance and allow for quick decision-making. The specialized information exchange allows managers to respond quickly to the needs of customers and the organization. 23. Strong Project focus Project manager coordination the contribution of multiple units.Easier Post Project Transition Project teams are over-laid on top of the functional division, allowing specialists to maintain ties within their functional groups. Allowing transition back once the project is complete. 24. The matrix structure encourages a democratic leadership style. This style incorporates the input of team members before managers make decisions. Managers are involved in the day-to-day operations, which allows them to make decisions through the viewpoint of employees. 25. Whatcomponents do you think can make Your Work Successfully in a Matrix Management Structure???? 26. DefineYour RoleIt's essential to understand not only your role and responsibilities, but also those of your managers. Meet with them, ask how they see your role, and explore what they feel your top objectives should be. You may find that their views on your priorities differ, so you may need to agree a consistent set of roles and responsibilities. 27. ManageDeadlinesYou're likely to have multiple deadlines competing for your attention at any one time. Some of them might even conflict with one another, so it's essential to learn how to schedule and prioritize tasks effectively. Communicate Clearly Good communication is essential for avoiding conflicting deadlines or unrealistic expectations. Talk with your managers to find out how they would like you to communicate with them. They may find it most helpful to meet regularly, or they may prefer you to send weekly progress updates, for example. 28. AppreciateDiversityThe diversity of knowledge, working styles, and opinions within a matrix organization team can present learning opportunities, but it can also lead to tension. If you find it difficult to understand others' opinions, use the Perceptual Positions exercise to see things from different viewpoints. If arguments erupt within the group, learn how to manage conflict , so that you can resolve issues and get everyone back on track 29. aproject manager role as part time? A functional manager control project budget? In balanced matrix structure a project manager report to whom?? A project manager has final say on project decision??? 30. Whattypes of matrix structure is best for your organization? 31. Well, it depends on your strategy; the choice is all about where you want the balance of power to lie. This may depend on your history, will certainly depend on your current challenges and priorities and also on the capabilities of your people. . It is important to note that none of them is better than the other, as the success of the structure depends on the purpose and function of the organization itself. 32. Matrix organizations are a blend of functional and projectized characteristics. Weak matrices main many of the characteristics of a functional organization and the project manager role is more that of a coordinator or expediter than that of a manager. Strong matrices have many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff. The balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding. 33. oGray, Clifford F., and Erik W. Larson. Project Management: The Managerial Process. 4th ed. Boston: McGraw-Hill/Irwin, 2008. Printohttp://www.businessweek.com/debateroom/arc hives/2009/08/matrix_is_the_l.html http://smallbusiness.chron.com/advantagesdisadvantages-matrix-organizationalstructures-business-organizations-26350.html www.google.comoo