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A matrix organization. Matrix management is an organizational structure in which some individuals report to more than one supervisor or leader—relationships described as solid line or dotted line reporting, also understood in context of vertical, horizontal & diagonal communication in organisation for keeping the best output of product or services.
The matrix structure may improve upon the "silo" critique of functional management in that it aims to diminish the vertical structure of functional and create a more horizontal structure which allows the spread of information across task boundaries to happen much quicker.
Choosing a structure for a company is an important decision and must be strategically thought out because it could either aid or harm the making of business. The structure must also be a good fit for the type of activities, goals, and vision of the company. [3] The organizational structure is a reflection of how conveniently business is conducted.
An organizational chart, also called organigram, organogram, or organizational breakdown structure (OBS), is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. The term is also used for similar diagrams, for example ones showing the different elements of a field of ...
In every zone, the functional verticals are represented by head of departments (HODs) responsible for the respective functions in the zone. [37] Each division has functional staff who report to the geographical divisional managers and functional HODs in a matrix organization and are tasked with the operation and maintenance of assets. [14]
Functional departmentalization can be used in all types of organizations. Group activities in accordance with the function of an enterprise. Product departmentalization - Grouping activities by product line. It can also be grouped according to a specific product or service, thus placing all activities related to the product or the service under ...
Multi-divisional forms became popular in the United States in the 1960s. Companies that did not use it tended to develop more slowly. [2] During the 19th and early 20th centuries, the unitary form (U-form) was the most common structure of the largest industrial companies.
In contrast, the traditional organization is geared to functional performance and the integrating force is authority. Instead of gearing participant activities to obedience to rules and closely structured behavior, the systems approach provides a basis for active cooperation in meeting task requirements. The manager is looked upon as a resource ...