Designing Matrix Organizations that Actually Work: How IBM, - download pdf or read online

By Jay R. Galbraith

Association buildings don't fail, says Jay Galbraith, yet administration fails at imposing them safely. this is because, he explains, the concept the matrix doesn't paintings nonetheless exists at the present time, even between those who may still recognize higher. however the matrix has develop into an important kind of association in modern company atmosphere. businesses now be aware of that in the event that they have a number of product strains, do company in a number of nations, and serve many client segments via a number of channels, there is not any manner they could steer clear of a few form of a matrix constitution and the query such a lot are asking is "How can we how you can function the matrix effectively?" In Designing Matrix enterprises that really paintings, Galbraith solutions this and different questions as he indicates the right way to make a matrix paintings successfully.

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Extra resources for Designing Matrix Organizations that Actually Work: How IBM, Procter & Gamble and Others Design for Success (Jossey-Bass Business & Management)

Sample text

Everyone wears two hats. But if there are five regions and three national accounts, the balance is broken. It is not impossible to function with this imbalance, but it puts a differentiating factor into the team, which will raise issues. The regional managers without national accounts will share neither the perspective nor the reciprocity of the others. The two-hat model works best when everyone wears two hats. Examples of Two-Hat Structures Our first example is a hybrid of the two-hat model that was used by many European corporations.

These interdisciplinary teams integrated knowledge across the specialties and focused it into promising products. The less effective labs maintained their functional organizations or switched completely to product or therapeutic area structures. The functional structures produced new knowledge, but it was not integrated and converted into new products. The product organizations produced new products, but the knowledge base decayed, and they were not able to attract specialist talent. Henderson’s research (1994a, 1994b) also shows that the most effective pharmaceutical labs also created complete and aligned organizations, as predicted by the Star Model.

It shows that managers can influence performance and culture—but only by acting through the design policies that affect behavior. indd 20 8/26/08 2:31:07 PM Part One SIMPLE MATRIX ORGANIZATIONS In the Introduction, we saw several types of matrix structures. In this first part of the book, we will explore more deeply the simple or two-dimensional structure. This type was the first to emerge out of the aerospace industry in the 1960s and the R&D labs in the 1970s. There have been several variations of the simple type that have emerged for different circumstances.

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