Dual Authority in Matrix Organization - Essay Example

the crossing of the organizational lines could be represented in the form of grids or a matrix. Henceforth it was termed as matrix organizations (Kuprenas, 2003, p.1). When it is compared with the other forms of organizational structures, it is viewed as a combination of the traditional hierarchy which is overlaid with some form of lateral authority, influence, or communication. The overlay creates a combination of commands, one which is long the functional aspects of the project and another which are along the project lines. Assuming the complexities of the project management in the business world of today, matrix structures are primarily used where the requirement of technical assistance across many different areas is required (Kuprenas, 2003, p.1). This structure is especially preferred in large-scale consulting, construction, and the aerospace industry. One of the initial and first users of the structures was the Bureau of Engineering in the City of Los Angeles. However, certain problems were faced during the implementation of the same (Kuprenas, 2003, p.1).

Implementation Challenges of the Matrix structure

Research shows that implementation of the matrix structure in any organizational structure is difficult. Implementation of the matrix design in the Bureau of Engineering came with a number of difficulties. The Bureau experienced a number of confusions and conflicts with regards to the responsibilities and roles of the functional managers who had been leading the design teams and the project managers who had been overseeing the performance of the project. This was supplemented by sending angry memos to the supervisors, lack of attendance at the project meeting which was held by the functional managers, slowing down of the delivery of the design status reports, delay in the progression of the administrative jobs with subsequent finger-pointing. The problem was attempted to be resolved by the creation of written responsibilities and roles for both the project as well as the functional managers. First, it required making a comprehensive list of tasks for two of the managers.