Published by:
Harvard Business Publishing
Length: 9 pages
Topics:
Matrix organization; Organizational design
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Abstract
A study of a number of companies employing some form of matrix reveals nine pathologies to which the matrix design is particularly vulnerable, along with prevention and treatment methods. Often there is a mistaken belief that matrix management is the same as group decision making, and there are tendencies toward anarchy and power struggles. The layering of a matrix can frequently result from the dynamics of power rather than from the logic of design, and there is a tendency for matrixes to sink to group and division levels.
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Abstract
A study of a number of companies employing some form of matrix reveals nine pathologies to which the matrix design is particularly vulnerable, along with prevention and treatment methods. Often there is a mistaken belief that matrix management is the same as group decision making, and there are tendencies toward anarchy and power struggles. The layering of a matrix can frequently result from the dynamics of power rather than from the logic of design, and there is a tendency for matrixes to sink to group and division levels.