The matrix structure of an organization is considered oneof the most common options for the formation of the company's management system. Most often it is used in large enterprises. When using this variant of construction, the structure of the project organization assumes direct subordination not only to the head of the entire project, but also to the management of the functional units. As a result, control takes place in two directions simultaneously.
This organization structure assumes completeresponsibility of management. In particular, the directorate is responsible for the planning and subsequent implementation of the plan. At the same time, the functional leadership for its part transfers some of its powers to the project management. In addition, it allocates to him the subordination of necessary specialists.
It should be noted that the transition to this formmanagement is not the whole structure. Organizations, as a rule, are only partially transferred. At the same time, the advisability of using such a form of management will depend mainly on the qualifications of the managers of the directions, as well as their ability to manage the skills of the specialists who have been assigned to them.
The double structure of the organization, undoubtedly,It involves certain difficulties in the management of all personnel, makes it difficult to use the skills of the employees to some extent. Along with this, as practice shows, this form of management is also very effective.
A similar organizational structure presupposesinteraction between departments to ensure the most effective solution of all tasks facing the enterprise. In addition, the matrix form of management assumes the collective use of all the resources provided. This is of particular importance when it is necessary to use expensive or rare materials.
A well thought out organization structure allowsto achieve a certain flexibility in the expenditure of resources. Thanks to its use, there are great opportunities to ensure the most effective coordination of the production process. The need for a transition to such a management system is due to some limited ability of the linear functional control system in the implementation of various plans. At the same time, the matrix structure itself does not abolish the application of the linear functional management system, but, on the contrary, is a very effective mechanism for eliminating its individual shortcomings.
It is necessary to note the undoubted advantages of the control system under consideration.
First of all, the matrix structure possesseshigher orientation towards demand and goals, increased efficiency of operational management. An important advantage, as already noted, is the possibility of more efficient use of the resources provided, the professional skills of employees. The level of control over specific target areas is significantly increased, and reaction to arising difficulties is significantly accelerated, which is related to production needs.
However, despite the unconditional advantages,The matrix control system also has some drawbacks. Among them, in particular, it is necessary to note the difficulty with a clear division of responsibility for the performance of work, which is a consequence of double subordination. With such a management system, there is a duplication of individual functions, there is a need for a dual system of control over the use of resources and functional units, and project. With such a management system, there is a high probability of conflict situations between management of different departments. Within the framework of this structure, there are quite high requirements for the level of professionalism of the employees involved.
