Prior to 1970, generally sizable business organizations were arranged in silos, which are logical divisions of workers in which a group of people reported to a line or functional manager. The attempt to create a successful restructuring of the organization in order to develop workable project management teams is known as a matrix organization.
Different styles of matrix management can exist within an organization. The overall objective is to satisfy divisional or departmental functional requirements by pooling workers with similar skills. The major organizational matrix types consist of either weak, strong, or balanced matrix structures. This article presents pros and cons of the weak matrix organization.
Strong Matrix Organization Structure
The matrix structure was developed because of the organizational difficulties present. It works out that the line managers are not responsible for the workers but now it is the responsibility of the project managers. While the project managers aren't responsible dealing with the human resource administration, they now can be empowered to directly handle the workers. The result is the project in the whole can be dealt with without forcing them to get involved in human resources issues.
I have personally worked in this enlightened environment. I managed a project team maintaining authority over all aspects of my task except Human Resources issues. The experience was very satisfying. I led the team as PM, and maintained complete autonomy over their project-related work, but left all other details that were not project-related, including performance reviews, employment contracts, training needs, and the administration of vacation issues to a staff manager. My experience and training was therefore put to best use and I was empowered to concentrate on the project at hand rather than the myriad interferences. My staff counterpart was also able to utilize their training and knowledge to best serve the personnel on the team.
Within a matrix organization, when a new project begins, the project manager discusses his staffing requirements with each functional manager. The functional managers will then implement plans designed to provide the necessary resources and training in support of the project. It may, at times, be necessary to negotiate with the project management, the movement of staff to other projects or managers.
Essentially, then, project managers and functional managers cooperate, although primary control of everything related to the project is the PM's domain. In this type of matrix, then, the person with the most power and authority is the project manager.
