Matrix organisations have become common in many businesses and industries. The organisation is basically arranged so that workers with similar skill sets and specialisations work together in the same department. This sort of arrangement has both advantages and disadvantages. Matrix organisations do not typically evolve organically but are rather the result of a specific plan that a business implements, often after debate.
When all the employees of a certain specialisation are grouped together, they are able to better take advantage of teamwork to accomplish their collective tasks. Knowledge sharing is made more common, as employees can rely on a shared technical background when interacting with their co-workers. Workers will also be more likely to feel an affinity for one another, as they will have more in common, at least from the perspective of their work lives.
There will likely be more accountability in a business that has a matrix organizational structure. Workers and managers will be directly accountable for the quality of work that any department delivers. People will be less able to pass on the responsibility for the accomplishment of a task by saying it is not in their specialisation. Every department will have a clear responsibility to deliver specific work that falls under its specialisation area.
One of the disadvantages of a matrix organisation is that it can lead to over-compartmentalisation in a company. As each department focuses more and more on its own tasks, departments may fail to effectively communicate with one another. The overall cohesion of an organisation can begin to break down if workers and managers begin to feel more of a commitment to their department than to the overall company. People may lose sight of the larger picture.
Though a matrix organisation is meant to increase the specialisation of different departments, areas of specialisation can often overlap. For instance, a department that focuses on sales may also undertake some of the work of the advertising department. This sort of overlapping in specialisation can create a needless redundancy in an organisation, increasing its costs as managers and employees from different departments undertake tasks that could be accomplished by one department.
- "Harvard Business Review"; Lost in Matrix Management; Gill Corkindale; June 2008
- HR Management; The New Matrix Management; Cathy Cassidy; 2011
- Reference for Business: Matrix Management and Structure; Dave Mote; 2011
- PA Consulting Group: Matrix Managment --- Is It Right for You?; Jonathon Hogg; Sept. 10, 2010
- "The Economist"; Matrix Management; October 2009
- Project Times: Matrix Management Gone Awry; Chris Vandersluis