Understanding Matrix Structures

Module 5 Critical Thinking: Understanding Matrix Structures

An organization’s capacity for responding effectively to dynamic change derives from a synergistic combination of people, processes, and flexible organizational structures (Gibson, Ivancevich, Donnelly, & Konopaske, 2009). The flexibility of an organization’s structure depends on the relationships that determine organizational workflow, authority and communication (Covin, Slevin, & Schultz, 1994). As an example, this paper describes a matrix structure, offers recommendations for its use, and discusses the advantages and disadvantages of a matrix relative to the need for organizational flexibility and responsiveness.

The Matrix Structure

A matrix structure can be thought of as “. . . any organization that employs a multiple command system that includes not only a multiple command structure but also related support mechanisms and an associated organizational culture and behavior pattern” (Ford & Randolph, 1992, p. 268). Mechanically, a matrix structure emerges from the cross-functional overlay of authority, influence, or communication across a vertically oriented functional structure, which establishes dual lines (functional and project) of authority, responsibility, and accountability (Gibson et al., 2009). The overlaid structure typically comprises one or more “beginning-to-end” processes, each led by a project (program) manager, designed to integrate separate cross-functional components into a composite whole. (Colvin et al., 1994). Larson & Gobeli (1987) categorize a matrix as being predominantly functional, balanced, or project-oriented depending on the distribution of decision-making authority between functional and project management.

Considerations for Using a...

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Kuprenas, J. (2003). Implementation and performance of a matrix organization structure. International Journal of Project Management, 21, 51-62. Retrieved from CSU Global library article request.

Larson, E. W., & Gobeli, D. H. (1987). Matrix management: Contradictions and insights. California Management Review, 29(4), 126-138. Retrieved from Business Source Premier database.

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