Question 3 OR (a)
Project and matrix organisation; suitability, merits and demerits of project organisation
9 marks
- Time to write
- About 18 minutes
- Notes
- Crux notes
Question
Question 3 OR (a) · 9 marksDifferentiate between Project and Matrix organization. Explain the suitability of project organization, and its merits and demerits.
Reworded from the university paper; 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
Read from the question
- Differentiate…Explain…Two asks in one question: answer both.
- Differentiate betweenSet the differences out in a table, basis by basis, not as two separate essays.
Write it in this order
- Read; underline the asks; jot your points 1 min
- 1 Project and matrix organisation explained; differences 4 marks 7 min
- 2 Suitability of project organisation 1½ marks 3 min
- 3 Merits of project organisation 1½ marks 3 min
- 4 Demerits of project organisation 2 marks 3 min
- Check: every ask answered, key terms underlined 1 min
Short on time? Trim steps 1–4 evenly rather than skip one: each is capped at its own marks.
Try it first. About 18 minutes for 9 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 project organisation is a structure created to complete a specific project: a task with a definite objective, budget and deadline, such as building a plant, launching a product or installing a computer system. A project manager is appointed and given full authority over the project. The team answers to the project manager rather than to the functional heads. What happens when the work is done depends on the firm: a construction company that always has the next site waiting keeps its project teams as a lasting part of its structure, while a firm that rarely runs projects simply breaks the team up and sends people back.
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.
A matrix organisation superimposes a project (or product) structure on an existing functional structure. Members remain in their functional departments (engineering, finance, marketing) while also working on one or more projects. They therefore have two bosses: the functional manager, who looks after technical standards, staffing and careers, and the project manager, who directs the project's work, schedule and budget. It is a permanent, two-dimensional structure.
Difference between project and matrix organisation
| Basis | Project organisation | Matrix organisation |
|---|---|---|
| Where members belong | They leave their departments for the project | They stay in their departments and join projects as well |
| Whom they report to | The project manager only | Two managers, functional and project |
| Project manager's say | Decides on people and resources | Has to agree them with functional managers |
| People and equipment | Tied to one project | Moved between projects as needed |
| Clashes over authority | Few | Common, between the two managers |
| How long it lasts | As long as the project, unless the firm keeps project teams permanently | Built to last |
| How it sits in the firm | A unit standing on its own | A layer laid across the functional departments |
| Best for | One large, self-contained project | Many projects running at once that share specialists |
Suitability of project organisation
It suits work that is large, complex and unique, with a definite end, tight time and cost limits, and a need for close coordination among specialists: for example, construction of a dam or metro line, an aircraft or defence development programme, setting up a new plant, an election process, or a major software implementation. It is also suitable when the project is important enough to justify dedicated people and resources.
Merits of project organisation
- Clear authority and accountability: one manager is responsible for the whole project.
- Focus: the team concentrates on one objective, schedule and budget.
- Better coordination: all specialists work under one head and in one place.
- Speed: decisions are quick, as they are taken within the project.
- Flexibility: teams are formed for a task and wound up or moved on when it is done.
- Development of managers: project managers gain broad general-management experience.
Demerits of project organisation
- Unsuitable for small or routine work.
- Loss of technical depth: specialists away from their departments may fall behind in their fields.
- Conflict with functional departments over people and resources.
- Worry as the end nears: as a project winds down, members wonder where they will go next, and good people may leave before the work is finished.
- A mixed team to lead: engineers, accountants and designers judge good work in different ways, so one manager finds it hard to set common standards.
- Paying twice for the same skills: every project needs its own specialists and equipment, some of which stand idle between busy spells.
Where the 9 marks sit
| # | Component | Marks |
|---|---|---|
| 1 | Project and matrix organisation explained; differences | 4 |
| 2 | Suitability of project organisation | 1.5 |
| 3 | Merits of project organisation | 1.5 |
| 4 | Demerits of project organisation | 2 |
| Total | 9 |
Report a problemopens an email to admin@getkunji.com with the question ID849-Q3aORalready filled in.