The matrix structure of the organization is considered one of the most common options for the formation of the company's management system. Most often it is used in large enterprises. When using this construction option, the structure of the project organization involves direct subordination not only to the head of the entire project, but also to the leadership of the functional units. As a result, control takes place in two directions simultaneously.
Such an organization structure implies the full responsibility of management. In particular, the management is responsible for the planning and subsequent implementation of the plan. At the same time, the functional management, for its part, transfers some of its authority to the project management. In addition, it provides him with the subordination of the necessary specialists.
It should be noted that the transition to this form of management is not carried out by the whole structure. Organizations, as a rule, are only partially transferred. At the same time, the appropriateness of using this form of management will depend mainly on the qualifications of the direction managers, as well as their abilities to manage the skills of the specialists who are allocated to them.
The double structure of the organization, undoubtedly, implies certain difficulties in managing all personnel, and to some extent makes it difficult to use the qualifications of employees. At the same time, as practice shows, this form of management is also very effective.
Such a structure of the organization involves interaction between departments to ensure the most effective solution to all the problems facing the enterprise. In addition, the matrix form of management involves the collective use of all the resources provided. This is of particular importance when expensive or rare materials are required.
A well - thought - out structure of the organization allows you to achieve a certain flexibility in the expenditure of resources. Thanks to its use, great opportunities open up to ensure the most efficient coordination of the production process. The need to switch to such a control system is caused by a certain limited ability of the linear functional control system in the implementation of various plans. At the same time, the matrix structure itself does not abolish the use of a linear functional management system, but rather is a very effective mechanism for eliminating its individual shortcomings.
It should be noted the undoubted advantages of the management system under consideration.
First of all, the matrix structure has a higher focus on demand and goals, increased operational management efficiency . An important advantage, as already noted, is the possibility of more efficient use of the provided resources, professional skills of employees. Significantly increases the level of control over specific target areas, and also significantly accelerates the reaction to difficulties that arise due to production needs.
However, despite the obvious advantages, the matrix control system also has some disadvantages. Among them, in particular, it should be noted the difficulty with a clear division of responsibility for the performance of work, which is the result of double subordination. With such a management system there is a duplication of individual functions, there is a need for a dual system of control over the use of resources and functional units, and design. With such a management system, there is a high probability of conflict situations between the management of different departments. Within the framework of this structure, rather high demands are made on the level of professionalism of the employees involved.