Question 4 OR (b) part 1
Matrix organisation
4 marks
- Time to write
- About 8 minutes
From an older CBCS paper
Question
Question 4 OR (b) part 1 · 4 marksWrite short notes on: (1) Matrix Organisation (4)
The same question was set as 1205-Q3bOR1; this answer serves both.
Reworded from the university paper: names and figures differ, the task is the same. The original paper belongs to the University of Delhi. See DU's question bank.
Before you write
Read off the question and its marks
Write it in this order
- Read the data; note exactly what is asked 1 min
- 1 Meaning, with example 1 mark 2 min
- 2 Features 1 mark 2 min
- 3 Merits 1 mark 2 min
- 4 Limitations 1 mark 1 min
Try it first. About 8 minutes for 4 marks. Write it out, then open the solution.
Solution
Hover or tap a marked figure, like 72,000, to see how it is made and where else it appears.
A matrix (or grid) organisation places a project structure over the permanent functional structure. Functional departments form the vertical lines of command and project teams the horizontal ones; where they cross, a matrix is formed, and members of a project team come under a dual line of command. It was developed for large, complex undertakings that need a structure more flexible and technically oriented than the line and staff or functional forms. An engineering firm in Hyderabad building a new metro signalling system might draw engineers, accountants and buyers from their departments into one project team for two years.
1Drawn from every department, the project team huddles over one drawing.
Project organisationThe team answers to the project manager rather than to the functional heads.
2Ajay at his desk, a file arriving from each side: the project boss and the department boss.
Matrix organisationThey therefore have two bosses.
- The project manager shares resources with the functional managers and does not have complete authority over them; in this it differs from a pure project organisation.
- Staff are drawn from functional departments for a project and return to them for reassignment when it ends.
- While on the project each member has two bosses, the functional head and the project head, so the authority of each must be clearly marked out.
- Attention and resources are focused on each project, which helps planning, control and timely completion.
- It is flexible: more projects can be taken up by forming more teams.
- People learn new skills across projects, and direct contact improves communication and motivation.
- The double line of command confuses team members and breaks unity of command.
- Members drawn from different departments may clash, and the project manager lacks line authority over them.
- Functional heads find it hard to appraise staff spread over many projects, and two-way communication increases paper work and cost.
Where the 4 marks sit
| # | Component | Marks |
|---|---|---|
| 1 | Meaning, with example | 1 |
| 2 | Features | 1 |
| 3 | Merits | 1 |
| 4 | Limitations | 1 |
| Total | 4 |
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