The structure of the organization

The Matrix structure of the organization is considered to be one of the most common variants of formation of system of management of the company. Most often it is used in large enterprises. When using this variant of the construction structure of the project organization involves direct reporting not only the leader of the entire project and the leadership of functional units. As a result, the management happens in two directions at once.

This structure implies full management responsibility. In particular, the Directorate is responsible for the planning and subsequent implementation of the plan. While functional leadership for its part transfers some of its powers to the project management. In addition, it gives him the discipline necessary expertise.

It Should be noted that the transition to this form of control not the whole structure. Organizations typically move only partially. Along with this, the feasibility of using this form of control will depend largely on the skills of managers and their abilities to manage the skills that they highlighted.

The Double structure of the organization, undoubtedly, involves some difficulties in managing all personnel, complicates to some extent the use of workers ' skills. However, as practice shows, this form of control is very effective.

Like the structure of the organization involves the interaction between departments to ensure the most effective solutions to all challenges facing the enterprise. In addition, a matrix form of management involves the collective use of all available resources. This is of particular importance if necessary the use of expensive or rare materials.

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Thought-out structure of the organization allows a certain flexibility in the use of resources. Thanks to its use of opportunities to ensure the most efficient coordination of the production process. The need to transition to such system is caused by some limitations of the linear functional system of management in the implementation of various plans. However, the matrix structure itself does not negate the application of the linear-functional management system, but rather is a highly effective mechanism for remedying some of its shortcomings.

It Should be noted the undoubted advantage of the considered control system.

First and foremost, the matrix structure has a high orientation on the demand and purpose, increased efficiency of operational management. An important advantage, as already mentioned, is the possibility of more effective use of resources, occupational skills of the employees. Significantly increases the level of control over specific target areas, as well as much faster reaction to difficulties associated with the production needs.

However, despite obvious advantages, matrix management system has also some disadvantages. Among them, in particular, note the complexity, with a clear division of responsibility for execution of the work, which is a consequence of dual subordination. Under this system of management there is duplication of certain functions, there is a need to maintain a dual system of control over the use of resources and functional units, and design. In this control system there is a high probability of conflict situations between the management of different divisions. Under this structure imposes rather high requirements on the level of professionalism involved employees.