Chapter 15.8: Matrix organizations

Question 1

What is a matrix organization?

Answer 1

A structure that overlays a project organization onto a functional one, combining both vertical (functional) and horizontal (project) relationships.

Question 2

Why did matrix organizations evolve?

Answer 2

To manage multi-project environments efficiently by sharing skilled resources and technical expertise across projects while maintaining functional specialization.

Question 3

What are the main benefits of matrix organizations?

Answer 3

Access to technical expertise and resources from functional areas

Efficient use of personnel across projects

Continuity of specialization for workers

Reduces duplication of effort

Supports large-scale, multi-project environments

Question 4

What happens to workers after a project is completed in a matrix?

Answer 4

They return to their functional areas, reducing uncertainty and stabilizing workforce morale.

Question 5

Who manages the resources in a matrix organization?

Answer 5

Functional managers provide the resources; project (matrix) managers unify and oversee efforts to achieve project goals.

Question 6

What are the three types of matrix authority structures?

Answer 6

Weak matrix – Project managers are coordinators with little authority

Balanced matrix – Authority is shared between functional and project managers

Strong matrix – Project managers have significant authority, supported by a PMO or manager of projects

Question 7

What are common problems with matrix organizations?

Answer 7

Role confusion and unclear authority

Conflicts between project and functional managers over resources

Dual-boss problem (violates single chain of command)

Power struggles and morale issues

Cultural and attitudinal resistance to horizontal collaboration

Question 8

What is the “Two-Hat Problem” in matrix structures?

Answer 8

Managers must act both as project managers and functional managers, which creates confusion over resource allocation and prioritization.