Designing matrix organizations that actually work : how IBM, Procter & Gamble, and others design for success
Author(s)
Bibliographic Information
Designing matrix organizations that actually work : how IBM, Procter & Gamble, and others design for success
（The Jossey-Bass business & management series）
Jossey-Bass, c2009
- : cloth
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Note
Includes bibliographical references (p. 249-250) and index
Description and Table of Contents
Description
Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better. But the matrix has become a necessary form of organization in today's business environment. Companies now know that if they have multiple product lines, do business in multiple countries, and serve many customer segments through a variety of channels, there is no way they can avoid some kind of a matrix structure and the question most are asking is "How do we learn how to operate the matrix effectively?" In Designing Matrix Organizations That Actually Work, Galbraith answers this and other questions as he shows how to make a matrix work effectively.
Table of Contents
Preface viii
Introduction: Matrix Organizations: What Are They?
Where Did They Come From? 1
What Is a Matrix? 3
What Are the Origins of the Matrix? 7
What Happened? 10
The Star Model 12
Implications of the Star Model 17
Part One: Simple Matrix Organizations 21
1. Simple Matrix Structures 25
Two-Dimensional Structures 25
Pharmaceutical R&D Lab Example 35
Summary 40
2. The Two-Hat Model 41
What Is the Two-Hat Model? 41
Examples of Two-Hat Structures 44
Summary 50
3. The Baton Pass Model 51
The Consumer Goods Model 51
The Pharmaceutical Model 54
Summary 63
4. The Matrix Within a Matrix 65
Design Challenges of the Matrix Within a Matrix 65
Matrix Within a Matrix at the Corporate Level 69
Mars Pet Food Example 70
Summary 73
5. Balancing Power and Defining Roles 75
Designing Power Bases 75
Roles and Responsibilities 82
Summary 85
Part Two: Complex Matrix Structures 87
6. The Three-Dimensional Matrix 91
International Strategy 91
The Geography-Dominant Matrix 98
The Balanced Matrix 102
The Business-Dominant Matrix 106
Differentiated Structures 107
Other Three-Dimensional Models 109
Summary 112
7. More Complex Matrix Structures 115
Global Account Teams 115
The Front-Back Hybrid Model 116
Summary 126
8. The IBM Structure 129
The IBM Front-Back Hybrid 129
More Complexity? 136
Summary 137
Part Three: Completing the Star Model 139
9. Communication in the Matrix 143
Informal Communication 144
Formal Communication 145
Summary 150
10. Planning and Coordination Processes 153
Goal Alignment, Dispute Resolution, and Coordination Mechanisms 153
Summary 160
11. Planning Processes in the Complex Matrix 161
What About Complex Matrix Designs? 161
Get the System in a Room 172
Online Processes 175
Summary 178
12. Human Resources Policies 179
Human Capital 180
Social Capital 196
Summary 199
13. Leadership in a Matrix Organization 201
Seeing That Conflicts Are Resolved 202
Managing the Top Team 208
Balancing Power 210
Summary 213
14. Implementing a Matrix 215
Using the Star Model 215
Building Capabilities 218
Summary 229
15. A Synopsis of Matrix Capabilities 231
Epilogue: Personal Stories: The Uses and Abuses of the Matrix 235
Early Phase: "What Is a Matrix, Anyway?" 235
Matrix Takes Off and Becomes Trendy 239
The Phase of Decline 243
The Stealth Matrix Phase 245
Today: Matrix Out of the Closet 247
References 249
About the Author 251
Index 253
by "Nielsen BookData"
