Management Appreciation and Matrix Structure - Essay Example

? Management Appreciation Matrix Structure A matrix structure is a management design that compartmentalizes employees intoproducts and functional categories. According to Alkhafaji (2003 p.90), the matrix structure differentiates the management ranks into the functions required to accomplish a given goal. In addition, the structure constitutes of subdivisions with respect to departments based on the requisite products. The various departments work in a cross functional manner with each other, leading to the high integration of personnel characterizing the structure. The individual and team workers making up the functional departments get instructions from the supervisors heading a given task. The supervisors obtain detailed instructions from the department manager concerning the actions to be taken. A Matrix Structure PRESIDENT MANUFACTURING MARKETING PROCUREMENT FINANCE PRODUCT A PRODUCT B PRODUCT C One of a limited public company is Radient Pharmaceuticals Corporation, pharmaceuticals, and Biotechnology Company in the United States. This company operates with a matrix organizational structure. Matrix structure is the commonly used because of its advantages over other structures as argued by Baltes (2004 p.142). This structure works well for those companies operating in a dynamic business environment, like drugs and technological organization. Within Radient Corporation has categorized its personnel into both functional and product departments. A president, who is also the organization’s chief executive officer, heads the company. The next rank of its management structure comprises of functional categories. These include the manufacturing department, finance department, human resource, procurement, research, development, and the marketing department. The next category comprises of product departments. This category is in the same rank with the functional departments. It comprises of different product departments, which are necessary to complete a manufacturing process. According to Hiles (2011, this type of management structure practiced by Radient Corporation provides a good avenue for effective exchange of ideas among the personnel. The departmental heads creates work teams during projects and sets clearly defined goals to each task team. The different departments will coordinate their processes together in an effort to accomplish any goal. Within the team, each individual is assigned a distinctive role together with the expected results. Each team ought to complete their task within the given timeframe, after which the team leader will present the report to the relevant department manager. Based on this style of functioning, it is clear that Radient Corporation practices the task culture. The style of operation conforms to the Handy’s task culture, which defines it as a team-based result oriented culture. Matrix structure ensures effective integration of all the human resources of any given institution. It allows all the personnel to share ideas, hence improving performance and service delivery within a company. In matrix structure, the chain of command and lines of communication allows information to flow in a formal manner. This facilitates efficient sharing of information throughout the company. In addition, the task-teams result oriented culture facilitates motivation among the workers. Within a task team, each worker is assigned a role to play. The individual is expected to perform as per the set standards. This culture increases the aspect of accountability, hence increasing motivation and attitude among employees. Giunipero et al (2008) asserts that, business performance associated with Radient Corporation can be attributed to its management structure and work culture. The culture and the structure enhance a flexible working environment, hence improving the process of research and development within the company. One of the major factors that might affect Radient involves restrictions from authorities. This may affect the smooth management of the company, hence affecting its business practices. Classical school of thought was developed to address the issue of low productivity in organizations. It was meant to provide a mechanism of identifying the best way of improving performance within an organization. This school of thought focused on understanding how the human resource body of a company accomplished its tasks. Some of the major contributors to the principles of classical management practices include Henry Fayol, Max Weber, and Mary Parker among others. These early theorists focused on studying how organizations work, and how the various elements making up an organization can be integrated together to accomplish the desired objectives. Two of the companies with well-defined structures that can be used to assess the principles of classical management are Ralcorp Holdings Inc and the RA Global Services, Inc, both in the US. These are established successful companies whose business practices can be credited. Both of these companies practice a matrix form of management structure. It has a clearly defined hierarchy of authority and its workforce is governed by a set rules and regulations. Its practices can be used to study the implementation of the principles of classical theories within an organization’s structure. Among the principles advocated by the classical theories, include a well-defined hierarchy characterized by division and specialization of labor. Within the two companies in subject, it has a formal management structure headed by a president followed by departmental managers down to the first line managers. In classical theories, Max Weber advocates that an organization should possess formal governance with clear leadership hierarchical structure, to facilitate the control of the organization. Weber also asserts that labor should be divided among the labor force so that every employee participates within an organization as described by Pasmore (2010 p140). The formal structure used for communication within the companies features in Weber’s principle of impersonal relationship between managers and employees. Weber also acknowledges documentation of all files and the aspect of competence among the workers, both of which are practiced within the two companies. Therefore, all Weber’s principles are practiced within the two companies. Still in the context of Ralcorp Holdings Inc and the RA Global Services, Inc, work is divided in respect with the specialization and product. The task teams, headed by supervisors, promote the aspect of accountability among the workers. A contrast between the companies’ practices, and Fayol’s principles indicates that most of the principles are consistent with the company’ practices. Some of the principles include the unity of command, division of labor, unity of direction, centralization, spirit de corp., and remuneration of personnel. However, after the contrast, the two companies do not encourage the practice of one of the principles contained in Fayol’s management guidelines. The two companies do not encourage the subordination of individual interests at work place. The two theorists are important in the context of these two companies in their management practices. Most of the principles stipulated by Fayol and all of the guidelines formulated by Weber are in practice within the management structures of the two companies as enumerated by Gibson et al (1994 p.482). The only principle that needs to be acknowledged by these companies is the aspect of subordinating individual interests for the pursuit of the companies’ objectives by the subordinates. References Alkhafaji, F A 2003, Strategic management: formulation, implementation, and control in a dynamic environment. Routledge. Allen, G, S, Attner, R, F, Plunkett, W, R 2007, Management: Meeting and Exceeding Customer Expectations, Cengage Learning, Boston Baltes, P 2004, Strategic implementation: tools used to ensure strategic plans are completed, Minnesota: College of St. Scholastica. 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