Not so, says Jay Galbraith in a forthcoming book, “Designing Matrix Organizations That Actually Work: How IBM, Procter & Gamble, and Others Design for Success.” Due out in November 2008 from Jossey-Bass Publishers.
No matter how hard companies have tried to either avoid installing matrix organization, or done so but called it something else (product-market organization, network organization, etc.) matrix serves a vital purpose and is here to stay. Galbraith explains in clear and concise terms using many vivid examples how to install, manage and operate a matrix organization. The 253-page book is written for managers and organization effectiveness professionals who wrestle with serving multiple constituencies such as diverse customers, geographic regions, product technologies and sales channels.
Table of Contents
Introduction: Matrix Organizations: What Are They?
Where Did They Come From?
What Is a Matrix?
What Are the Origins of the Matrix?
What Happened?
The Star Model
Implications of the Star Model
Part One: Simple Matrix Organizations
1. Simple Matrix Structures
Two-Dimensional Structures
Pharmaceutical R&D Lab Example
2. The Two-Hat Model
What Is the Two-Hat Model?
Examples of Two-Hat Structures
3. The Baton Pass Model
The Consumer Goods Model
The Pharmaceutical Model
4. The Matrix Within a Matrix
Design Challenges of the Matrix Within a Matrix
Matrix Within a Matrix at the Corporate Level
Mars Pet Food Example
5. Balancing Power and Defining Roles
Designing Power Bases
Roles and Responsibilities
Part Two: Complex Matrix Structures
6. The Three-Dimensional Matrix
International Strategy
The Geography-Dominant Matrix
The Balanced Matrix
The Business-Dominant Matrix
Differentiated Structures
Other Three-Dimensional Models
7. More Complex Matrix Structures
Global Account Teams
The Front-Back Hybrid Model
8. The IBM Structure
The IBM Front-Back Hybrid
More Complexity?
Part Three: Completing the Star Model
9. Communication in the Matrix
Informal Communication
Formal Communication
10. Planning and Coordination Processes
Goal Alignment, Dispute Resolution, and Coordination Mechanisms
11. Planning Processes in the Complex Matrix
What About Complex Matrix Designs?
Get the System in a Room
Online Processes
12. Human Resources Policies
Human Capital
Social Capital
13. Leadership in a Matrix Organization
Seeing That Confl icts Are Resolved
Managing the Top Team
Balancing Power
14. Implementing a Matrix
Using the Star Model
Building Capabilities
15. A Synopsis of Matrix Capabilities
Epilogue: Personal Stories: The Use and Abuse of the Matrix
Early Phase: “What Is a Matrix, Anyway?”
Matrix Takes Off and Becomes Trendy
The Phase of Decline
The Stealth Matrix Phase
Today: Matrix out of the Closet
References
About the Author
Index
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