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Essay / Research Paper Abstract
This 6 page paper examines how and why matrix structures can add value to companies or projects where management adopt the structure. The paper argues that the value is added as long as the culture and attitudes support the matrix. The bibliography cites 8 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEmatrix1.rtf
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Unformatted sample text from the term paper:
of different paradigms; however the structure of organisation, either entire companies or the way in which projects are managed, and the contribution this can make to performance and the bottom
line has become unfashionable. Despite this unfashionably, there is evidence to suggest that structure can have a significant impact on the way a company and the companys projects perform. There
are different organisational structures a company can adapt, but not all are equally effective. Research by Larson and Gobeli (1989) indicate that where companies had adopted functional structures were found
to be statistically less likely to be successful than structures such as a balanced matrix or project matrix. However the research also indicated it was not as simple as the
structure, the culture, communications ad support systems also need to support the matrix structure (Larson and Gobeli, 1989). Therefore, we can argue that matrix structure offer a great potential to
maximise the use of human capital and existing specialised knowledge as long as they have the correct support systems, where these are not present the structure can causes costs to
increase and result in popr results (Davis and Lawrence, 1978). There are different strectutres that organisations may adopt. The decision on how to structure the company depends on many
factors including the value and culture of the firm and the attitude of the senior management. The way that an organisation is structured may be broadly divided into three types;
functional, divisional and matrix (Harris and Raviv, 2002). A functional structure is the traditional hierarchy, with top down management. This can be seen as giving a high level of control
to management, but can result in slow decision making and a lack of communications across departments (Thompson, 2005, Harris and Raviv, 2002). The second type of structure is the divisional
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