A LEADERS GUIDE TO MATRIX MANAGEMENT LOUIS ROWITZ, Ph.D.

DEFINITION MATRIX STRUCTURE IS AN ORGANIZATIONAL STRUCTURE THAT ASSIGNS SPECIALISTS FROM DIFFERENT FUNCTIONAL DEPARTMENTS, UNITS OR SILOS TO WORK ON ONE OR MORE ORGANIZATIONAL GOALS OR PROJECTS MATRIX STRUCTURE IS AN ORGANIZATIONAL STRUCTURE THAT ASSIGNS SPECIALISTS FROM DIFFERENT FUNCTIONAL DEPARTMENTS, UNITS OR SILOS TO WORK ON ONE OR MORE ORGANIZATIONAL GOALS OR PROJECTS

ADVANTAGES OF THE DESIGN HIGHLY FLEXIBLE AND RESPONSIVE HIGHLY FLEXIBLE AND RESPONSIVE DRAWS ON TALENS WHEREEVER ITS FOUND DRAWS ON TALENS WHEREEVER ITS FOUND

DISADVANTAGES OF DESIGN LACK OF CONTROL LACK OF CONTROL COMMUNICATION DIFFICULTIES COMMUNICATION DIFFICULTIES DIFFERING SKILLS OF TEAM LEADERS DIFFERING SKILLS OF TEAM LEADERS RESISTANCE TO THE DESIGN BY ESTABLISHED HIERARCHY RESISTANCE TO THE DESIGN BY ESTABLISHED HIERARCHY DIFFICULT TO SHARE POWER DIFFICULT TO SHARE POWER CREDIBILITY PROBLEMS CREDIBILITY PROBLEMS

DUAL CHAIN OF COMMAND MULTIPLE BOSSES MULTIPLE BOSSES PROJECT AND FUNCTIONAL MANAGERS PROJECT AND FUNCTIONAL MANAGERS INDIVIDUAL AND TEAM BASED ISSUES INDIVIDUAL AND TEAM BASED ISSUES

VERTICAL STRUCTURE; THE UNANSWERED QUESTIONS WHO ARE THE EXTERNAL PARTNERS WHO ARE THE EXTERNAL PARTNERS WHO ARE THE CUSTOMERS WHO ARE THE CUSTOMERS WHAT PRODUCTS ARE INCLUDED WHAT PRODUCTS ARE INCLUDED HOW DOES WORK GET DONE IN REALITY HOW DOES WORK GET DONE IN REALITY WHAT ARE THE BUSINESS PROCESSES AT PLAY WHAT ARE THE BUSINESS PROCESSES AT PLAY WHO IS ACCOUNTABLE FOR RESULTS WHO IS ACCOUNTABLE FOR RESULTS

THE ORGANIZATIONAL DILEMMA HOW DOES THE ORGANIZATION DO ITS WORK IN BOTH THE VERTICAL AND HORIZONTAL DIMENSION HOW DOES THE ORGANIZATION DO ITS WORK IN BOTH THE VERTICAL AND HORIZONTAL DIMENSION

COMPARISON OF THE VERTICAL AND NEW MATRIX STRUCTURES ELEMENT ELEMENT VERTICAL VERTICAL NEW MATRIX PRIMARY DIMENSION VERTICAL CROSS- FUNCTIONAL THROUGH STEERING COUNCILS GOVERNANCEFUNCTIONALHORIZONTAL ALIGNMENTVERTICAL HORIZONTAL (ACTIVITY OR GOAL-BASED

COMPARISON 2 OPTIMIZA- TION FUNCTIONS BUSINESS PROCESSES DIRECTION BASED ON AUTHORITY BASED ON GOAL ALIGNMENT PERFORM- MANCE MANAGE- MENT DEPENDS PRIMARILY ON BOSSS VIEWPOINT DEPRIMARILY ON 360 DEGREE FEEDBACK FROM TEAMS

COMPARISON 3 STANDARIZA- TION WITHIN FUNCTIONS ACROSS ENTERPRISE DEPLOYING STRATEGIC PLAN DOWN THROUGH FUNCTIONAL UNITS DOWN THROUGH STEERING COUNCILS GOALS INDIVIDUAL FOR EACH FUNCTIONAL AREA OR SILO SHARED ACROSS UNITS

COMPARISON 4 MANAGEMEN T APPROACH DIRECTIVE COLLABORA- TIVE LEADERSHIP APPROACH COMMAND AND CONTROL DEMOCRATIC AND DELEGATORY METHODO- LOGIES- DIRECTIVE COLLABORA- TIVE

COMPARISON 5 ACCOUNTA- BILITY REACTIVEPROACTIVE STRUCTURELINEARSYSTEMIC PROJECT MANAGEMEN T DUAL REPORTING DUAL REPORTING TO PROJECT SYSTEM

MAPPING THE HORIZONTAL OVERALL STRATEGIC PLAN OVERALL STRATEGIC PLAN PORTFOLIO 1PORTFOLIO 2P0RTF0LIO 3STEERING

PROJECT STEERING COUNCILS THE PROJECT PORTFOLIO REPRESENTS THE AGENCYS INVESTMENT IN THE FUTURE THE PROJECT PORTFOLIO REPRESENTS THE AGENCYS INVESTMENT IN THE FUTURE PSC IS A CROSS-FUNCTIONAL UNIT SO THAT ENTIRE PORTOLIO OF PROJECTS OR GOALS CAN BE MANAGED PSC IS A CROSS-FUNCTIONAL UNIT SO THAT ENTIRE PORTOLIO OF PROJECTS OR GOALS CAN BE MANAGED PRIORITIZE PROJECTS AND TIE TO BUDGET PRIORITIZE PROJECTS AND TIE TO BUDGET GOAL IS TO CREATE A PORTFOLIO OF COMPLETED PROJECTS GOAL IS TO CREATE A PORTFOLIO OF COMPLETED PROJECTS

MANAGEMENT OUTPUTS GOALS ALIGNED WITH CUSTOMERS AND PARTNERS GOALS ALIGNED WITH CUSTOMERS AND PARTNERS PROCESSES ALIGNED WITH CUSTOMERS PROCESSES ALIGNED WITH CUSTOMERS CAPACITY IN LINE WITH THE STRATEGIC PLAN CAPACITY IN LINE WITH THE STRATEGIC PLAN RESOURCES DEPLOYED EFFECTIVELY RESOURCES DEPLOYED EFFECTIVELY PERFORMANCE IMPORVEMENT IMPLEMENTED AS NEEDED PERFORMANCE IMPORVEMENT IMPLEMENTED AS NEEDED

MANAGEMENT OUTPUTS 2 CREATE STANDARDS AND USE COMMON METHODOLOGIES CREATE STANDARDS AND USE COMMON METHODOLOGIES DEVELOP TEAMS THAT PRODUCE RESULTS DEVELOP TEAMS THAT PRODUCE RESULTS PROMOTE ORGANIZATIONAL LEARNING PROMOTE ORGANIZATIONAL LEARNING

LEADERSHIP OUTPUTS COLLABORATIVE LEADERSHIP COLLABORATIVE LEADERSHIP CREATION OF AN INNOVATIVE PORTFOLIO CREATION OF AN INNOVATIVE PORTFOLIO SHARED LEADERSHIP SHARED LEADERSHIP HIGH PERFORMING TEAMS HIGH PERFORMING TEAMS WORKING INSIDE THE ORGANIZATION AND WITH EXTERNAL PARTNERS WORKING INSIDE THE ORGANIZATION AND WITH EXTERNAL PARTNERS

RESOURCE MANAGEMENT BUDGETED CAPACITY PLAN BUDGETED CAPACITY PLAN PSC SELECTION OF NEW PROJECTS PSC SELECTION OF NEW PROJECTS PRIORTIZATION OF ENTIRE PORTFOLIO PRIORTIZATION OF ENTIRE PORTFOLIO ALLOCATION OF RESOURCES ALLOCATION OF RESOURCES CAPACITY BOTTLENECK CAPACITY BOTTLENECK NOT STARTING NEW PROJECTS NOT STARTING NEW PROJECTS

TIPS FOR LEADERS ACCEPT UNCONDITIONAL ACCOUNTABILITY ACCEPT UNCONDITIONAL ACCOUNTABILITY GET CLEAR COMMITMENT UPFRONT GET CLEAR COMMITMENT UPFRONT CREATE TEAM OWNERSHIP CREATE TEAM OWNERSHIP IDENTIFY POLITICAL RISKS AND COUNTERMEASURES IDENTIFY POLITICAL RISKS AND COUNTERMEASURES CONCENTRATE ON RELATIONSHIPS ONCE PROJECTS ARE DETERMINED CONCENTRATE ON RELATIONSHIPS ONCE PROJECTS ARE DETERMINED

TIPS 2 CONSTANTLY SOLICIT FEEDBACK CONSTANTLY SOLICIT FEEDBACK RECOGNIZE AND CELEBRATE THE ACCOMPLISHMENTS OF THE TEAM RECOGNIZE AND CELEBRATE THE ACCOMPLISHMENTS OF THE TEAM