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"Matrix management, an approach in which people are assigned to projects rather than department managers, was introduced in the 1970's, fell out of favor in the 1990's, and has now reemerged as a viable alternative. Gottlieb, an organizational trainer and consultant, reviews the evolution of matrix management and looks at its current practices and future applications. He argues that most organizations are taking on characteristics of matrix structure, with fluid teams and dotted line reporting relationships across departments. He uses case studies of successes and failures to show to how to use matrix configurations without the conflict and resistance that often accompany the approach. The audience for the book includes executives, regional and department managers, project managers, and team leaders." -
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"Matrix management," characterized by cross-functional project teams, was introduced in the 1970s as an alternative to less flexible top-down management approaches. It fell out of favor in the 1990s, but has since resurfaced, as the pressure to innovate on ever-faster schedules encourages experimentation in organizational design. Gottlieb, who has studied and applied the principles of matrix management for over 25 years, takes us on a tour of this phenomenon - its evolution, current practices, and future applications. Featuring case studies of successes and failures, he shows readers how to harness the power of the matrix structure while minimizing the conflict, disorientation, and resistance that often accompany the approach. In an environment where every company - large or small, enterpreneurial or established - is wrestling with the question of how to organize for maximum performance, this book will give leaders and managers valuable insights and tools for promoting cultures that reward creativity and team-work while maintaining strong leadership and accountability.
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7 of 7 people found the following review helpful
Format:Hardcover
The term matrix management has become somewhat discredited based on the experience of the 1970s and 1980s.The author points out that it has resurfaced in a much wide range of organisations and if managed effectively delivers results.
The following extract from page 68 of the book summarizes the current picture:
" Although there are plentiful matrix structures in operation today, they are rarely talked about even within the organisation.Companies using matrix structures tend to keep quiet about it.These structures have become the "stealth" design of the last 10 years.(Up to 2007).Although not recognised, matrix management is often delivering results far more effectively in an environment far more attuned to its structural peculiarities than when it was first introduced.This is not a surprise, today's global economic environment, along with major transitions in both the culture of organisations and its workforce fits better with matrix requirements."
The book covers all the factors that you need to consider if you want to achieve the benefits of matrix management - collaboration/flexibility/project management and teamwork/fluid structures etc.In terms of addressing the downside of matrix management plenty of guidance is provided - for example the need for strong leadership and accountability.
I have experienced matrix management in a situation that was highly successful, in a 12,000 strong world class research and technology organisation, that was similar to the approach outlined in this book. I feel if you bought this book you would avoid many of the pitfalls that await the unprepared.This I have personally experienced in the context of an organisation redesign, in a Business school, which was much less effective than it might have been.
The major strength of this book is the wide ranging coverage that it provides of such key areas such as project leadership and the effective handling of communication, which often is not dealt with in any depth in more specialised texts on project management.Even if you are not formally going to introduce matrix management, the book contains a considerable amount of guidance on how to make your organisation more flexible and responsive.
Worth buying together with this book is "Matrix management success" by Ronald Gunn, more basic and pragmatic in style. I would rate it 3/4 stars.It both overlaps the content of the book being reviewed here and provides a different angle in some areas on matrix management.If you are thinking of plunging into this area, a few pounds well spent on this book could enhance your chances of success. Also enable you to challenge and question proposals/options being put forward, and avoid a lot of grief.
Stan Felstead - Interchange Resources UK.
The following extract from page 68 of the book summarizes the current picture:
" Although there are plentiful matrix structures in operation today, they are rarely talked about even within the organisation.Companies using matrix structures tend to keep quiet about it.These structures have become the "stealth" design of the last 10 years.(Up to 2007).Although not recognised, matrix management is often delivering results far more effectively in an environment far more attuned to its structural peculiarities than when it was first introduced.This is not a surprise, today's global economic environment, along with major transitions in both the culture of organisations and its workforce fits better with matrix requirements."
The book covers all the factors that you need to consider if you want to achieve the benefits of matrix management - collaboration/flexibility/project management and teamwork/fluid structures etc.In terms of addressing the downside of matrix management plenty of guidance is provided - for example the need for strong leadership and accountability.
I have experienced matrix management in a situation that was highly successful, in a 12,000 strong world class research and technology organisation, that was similar to the approach outlined in this book. I feel if you bought this book you would avoid many of the pitfalls that await the unprepared.This I have personally experienced in the context of an organisation redesign, in a Business school, which was much less effective than it might have been.
The major strength of this book is the wide ranging coverage that it provides of such key areas such as project leadership and the effective handling of communication, which often is not dealt with in any depth in more specialised texts on project management.Even if you are not formally going to introduce matrix management, the book contains a considerable amount of guidance on how to make your organisation more flexible and responsive.
Worth buying together with this book is "Matrix management success" by Ronald Gunn, more basic and pragmatic in style. I would rate it 3/4 stars.It both overlaps the content of the book being reviewed here and provides a different angle in some areas on matrix management.If you are thinking of plunging into this area, a few pounds well spent on this book could enhance your chances of success. Also enable you to challenge and question proposals/options being put forward, and avoid a lot of grief.
Stan Felstead - Interchange Resources UK.
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