Thesis (MProjMgmt)--University of South Australia, 1999

The Directorate Public of Works Engineering Service Branch is responsible new designs, renovations of existing construction, and general supervision of new construction. Over the years (especially in the last two or three years), the Design Branch has been perceived as providing a low quality product. The quality can be directly related to personnel issues within the organization such as heavy workloads, low morale, lack of respect for management, and lack of leadership which is required to improve the quality of work. As a result of the evaluation of the current organizational structure and how it contributes to the personnel aspects of its staff I have recommended that the organization transitions from an operational structure to a matrix structure. I have furthermore, identifying the strengths of the recommended structure and how it will contribute to the improvement in the quality of the design. I have also identified weaknesses of the recommended structure and sought to identify solutions to minimize negative impacts on the organization. The roles and responsibilities are also identified in the recommended matrix organizational structure. / text

Thesis (MBA)--Stellenbosch University, 2004. / Page 34 of digitised copy may appear cut off due to the condition of the original hard copy. / ENGLISH ABSTRACT: This report looks at what is important for Matrix Management to be successful in an organisation. After evaluating sixteen articles it was found that eleven elements are critical when implementing Matrix Management. These elements are: • Communication • Strong Leader • Culture • Rewards • Skills in Teams • Clear and Defined Goals • Senior Management Support • Defined Responsibility • Accountability • Procedures and Standards The model that was developed aims to indicate that there are certain fundamentals that an organisation needs to have in place before starting to work in a cross functional manner. These fundamentals are: to understand the goals of the organisation and the team, to develop procedures and standards (these should be communicated on a continuous basis), to define the responsibilities within the organisation and team, and to develop communication channels for internal and external communication. Next the model examines culture, where it differentiates between organisational culture and team culture. Organisation Culture includes innovation, respect for each other, rewarding and accountability. Team culture looks at commitment, cooperation and accountabilities. Then the model examines the three role players namely the senior management and their support, strong team leadership and the team members that are empowered and correctly skilled. All of these are interlinked through communication. It appears that little has changed over the past twenty years with regards to the fundamentals necessary to be successful. It is only the people and the organisations themselves that have changed. / AFRIKAANSE OPSOMMING: Hierdie verslag kyk na wat nodig is vir Matriks Bestuur om suksesvol te wees in 'n organisasie. Na die ontleding van sestien artikels is gevind dat elf elemente baie belangrik is tydens die implementering van Matriks Bestuur. Hierdie elemente is: • Kommunikasie • Sterk Leier • Kultuur • Vergoeding • Vaardighede in Spanne • Duidelike Doelwitte • Bemagtigde Lede • Senior Bestuur Ondersteuning • Gedefinieerde Verantwoordelikheid • Toerekenbaarheid • Prosedures en Standaardes Die model wat ontwikkel is probeer om uit te wys dat daar sekere fundamentele elemente is wat 'n organisasie in plek moet he voordat daar kruis-funksioneel begin werk word. Die fundamentele elemente is: verstaan die doelwitte van die organisasie en span, om prosedures en standaarde te ontwikkel (moet op 'n gereelde basis gekommunikeer word), om die verantwoordelikhede binne die organisasie en span te definieer, en om kommunikasie kanale vir interne en eksterne kommunikasie te ontwikkel. Volgende kyk die model na kultuur waar dit onderskei tussen organisasiekuituur en span-kultuur. Innovasie, respek vir mekaar, vergoeding en toerekenbaarheid val onder Organisasie kultuur en verbondenheid, samewerking en toerekenbaarheid val onder Span kultuur. Volgende kyk die model na die drie rolspelers naamlik senior bestuur en hulondersteuning, sterk spanleierskap en spanlede wat vaardig en volmagtig is. AI hierdie word deur kommunikasie verbind. Dit blyk dat nie veel verander het gedurende die laaste twintig jaar ten opsigte van die fundamentele elemente wat nodig is omsuksesvol te wees nie. Dit is slegs die mense en organisasies wat verander het.

Modern organizations require new structural forms to cope with uncertainties arising from the challenges of global competition and rapid technological and environmental changes (Clarke and Clegg, 1998). One of the most important developments in the area of planned change has been on how to work with large systems so as to initiate and sustain change over time. It was from such contexts that the matrix concept emerged. During the 1950s the term matrix emerged in the United States aerospace industry and, as it has developed through the years, the term has come to be accepted in both business and academic circles. In the 1960s the matrix was sought as a fundamental alternative for dealing with unique management problems of coordination, communication and control (Davis and Lawrence, 1977). In the 1970s and 1980s interest in matrix organizational structures peaked. Since that time, research and literature on the matrix has diminished; contrarily, organizations continue to adopt the matrix as a viable alternative to deal with their increasingly complex business environment. In the recent past, some of the companies that applied a complex global matrix structure have included Asea Brown Boveri (ABB), Zurich (1991); Brown & Root (BR), UK (1999); Hatch (1999) – Formerly BHPE and Kaiser mergers; IMC (1999); Parsons Brinckerhoff (PB), (1999); and Sinclair Knight and Merz (SKM), (2002). These companies have used matrix structures to achieve worldwide economies of scale, combined with local flexibility and responsiveness. The purpose of this study was to investigate the validity of political theories of organizations in major international companies that have implemented matrix structure, with a focus that includes identifying: i. The key factors behind the strategic decision to change the corporate organization in international companies to a matrix structure. ii. The weaknesses and strengths of these matrix structures for subsequent organizational performance. iii. The effects of transition to matrix structure on organizational performance. iv. The factors used to maintain a power balance between divisions. v. A model that seeks to diminish or reduce matrix structure weaknesses to increase organizational effectiveness. The research was conducted in the form of a questionnaire survey and semistructured interviews. To illustrate the implementation of the matrix structure that occurred in a real world environment, SKM has been researched as an intensive case study. Preface As a professional engineer I have had opportunities to be involved with major projects in various international organizations. I have also had opportunities to observe organizations and to analyse their operations by exploring existing procedures and manuals. It was noticeable that the overall success of the projects relied very much on organizational decision making. This observation led my paradigm shift from projects to organizational studies and to the idea of conducting research that aims to investigate the weaknesses and strengths of matrix structures for organizational performance. Introduction Thesis structure This thesis presents a detailed account of the research activities undertaken by Nursen Saracoglu and the outcomes of that research. The purpose of this research is to investigate the validity of political theories of organizations in major international companies that have implemented matrix structure. Data has been collected using a combination of methods, including questionnaires, semistructured interviews, and direct examination of library catalogues and databases. The structure of this thesis is designed as follows: Chapter 1 introduces, and describes the background to the research project. The theories that provide a background to the various factors involved in organizations choosing to change to matrix structures, and the resulting positive and negative effects on the organization, are presented in this chapter. Chapters 2 reviews and analyses the literature review that has been conducted to focus, especially, on how changes to the structure and design of power in matrix organizations can have important implications and consequences. The literature review looks in detail at different organizational theories, particularly theories on power within organizations, which have a bearing on the effect of a matrix structure on an organization. Each theory is critiqued in terms of its relevance to matrix structure analysis. Strategic Contingencies Theory (SCT) and Resource Dependency Theory (RDT) best explain the effect of different levels of power inside a matrix structure. Chapter 3 details the research design and methodology. This chapter describes the advantages and disadvantages of quantitative and qualitative approaches and presents the rationale of selecting research methodology. The participating organization, SKM, is described in terms of its history and its matrix structure is outlined. Chapter 4 illustrates the results of research that defines potential areas of concern associated with matrix structures. The discussion mainly centres on the methods used to analyse the data and then focuses on the different dependent and independent variables derived from the data that are used in the analysis for correlation purposes. The aim of this chapter is to explain the various statistics used to analyse the data and to list the variables that came up as a result of answers to questionnaire. These variables are then analysed against each other in order to develop a sense of the effectiveness of the matrix structure in SKM. In Chapter 5 the qualitative data was examined using the responses obtained from interviews with the top managers of SKM. This chapter aims to identify the themes that have emerged from these interview responses and present them in order of most to least common within each area of research, illustrated with comments from some of the respondents. Chapter 6 discusses the survey and interview results in order to exploit quantitative findings to identify patterning in qualitative data. In parallel with SCT and RDT, the relationship between power and performance in matrix organizations is presented. The new concepts that emerged based on the research findings are introduced and discussed according to the relevance to the research objectives. Chapter 7 This chapter concludes the research and presents research limitations, boundaries, the contribution to the body of knowledge and a summary of future research opportunities. The case studies give a sense of how various elements of Matrix structure that outlined in this research were actually applied by other particular organizations are exhibited in Appendix A.

Modern organizations require new structural forms to cope with uncertainties arising from the challenges of global competition and rapid technological and environmental changes (Clarke and Clegg, 1998). One of the most important developments in the area of planned change has been on how to work with large systems so as to initiate and sustain change over time. It was from such contexts that the matrix concept emerged. During the 1950s the term matrix emerged in the United States aerospace industry and, as it has developed through the years, the term has come to be accepted in both business and academic circles. In the 1960s the matrix was sought as a fundamental alternative for dealing with unique management problems of coordination, communication and control (Davis and Lawrence, 1977). In the 1970s and 1980s interest in matrix organizational structures peaked. Since that time, research and literature on the matrix has diminished; contrarily, organizations continue to adopt the matrix as a viable alternative to deal with their increasingly complex business environment. In the recent past, some of the companies that applied a complex global matrix structure have included Asea Brown Boveri (ABB), Zurich (1991); Brown & Root (BR), UK (1999); Hatch (1999) – Formerly BHPE and Kaiser mergers; IMC (1999); Parsons Brinckerhoff (PB), (1999); and Sinclair Knight and Merz (SKM), (2002). These companies have used matrix structures to achieve worldwide economies of scale, combined with local flexibility and responsiveness. The purpose of this study was to investigate the validity of political theories of organizations in major international companies that have implemented matrix structure, with a focus that includes identifying: i. The key factors behind the strategic decision to change the corporate organization in international companies to a matrix structure. ii. The weaknesses and strengths of these matrix structures for subsequent organizational performance. iii. The effects of transition to matrix structure on organizational performance. iv. The factors used to maintain a power balance between divisions. v. A model that seeks to diminish or reduce matrix structure weaknesses to increase organizational effectiveness. The research was conducted in the form of a questionnaire survey and semistructured interviews. To illustrate the implementation of the matrix structure that occurred in a real world environment, SKM has been researched as an intensive case study. Preface As a professional engineer I have had opportunities to be involved with major projects in various international organizations. I have also had opportunities to observe organizations and to analyse their operations by exploring existing procedures and manuals. It was noticeable that the overall success of the projects relied very much on organizational decision making. This observation led my paradigm shift from projects to organizational studies and to the idea of conducting research that aims to investigate the weaknesses and strengths of matrix structures for organizational performance. Introduction Thesis structure This thesis presents a detailed account of the research activities undertaken by Nursen Saracoglu and the outcomes of that research. The purpose of this research is to investigate the validity of political theories of organizations in major international companies that have implemented matrix structure. Data has been collected using a combination of methods, including questionnaires, semistructured interviews, and direct examination of library catalogues and databases. The structure of this thesis is designed as follows: Chapter 1 introduces, and describes the background to the research project. The theories that provide a background to the various factors involved in organizations choosing to change to matrix structures, and the resulting positive and negative effects on the organization, are presented in this chapter. Chapters 2 reviews and analyses the literature review that has been conducted to focus, especially, on how changes to the structure and design of power in matrix organizations can have important implications and consequences. The literature review looks in detail at different organizational theories, particularly theories on power within organizations, which have a bearing on the effect of a matrix structure on an organization. Each theory is critiqued in terms of its relevance to matrix structure analysis. Strategic Contingencies Theory (SCT) and Resource Dependency Theory (RDT) best explain the effect of different levels of power inside a matrix structure. Chapter 3 details the research design and methodology. This chapter describes the advantages and disadvantages of quantitative and qualitative approaches and presents the rationale of selecting research methodology. The participating organization, SKM, is described in terms of its history and its matrix structure is outlined. Chapter 4 illustrates the results of research that defines potential areas of concern associated with matrix structures. The discussion mainly centres on the methods used to analyse the data and then focuses on the different dependent and independent variables derived from the data that are used in the analysis for correlation purposes. The aim of this chapter is to explain the various statistics used to analyse the data and to list the variables that came up as a result of answers to questionnaire. These variables are then analysed against each other in order to develop a sense of the effectiveness of the matrix structure in SKM. In Chapter 5 the qualitative data was examined using the responses obtained from interviews with the top managers of SKM. This chapter aims to identify the themes that have emerged from these interview responses and present them in order of most to least common within each area of research, illustrated with comments from some of the respondents. Chapter 6 discusses the survey and interview results in order to exploit quantitative findings to identify patterning in qualitative data. In parallel with SCT and RDT, the relationship between power and performance in matrix organizations is presented. The new concepts that emerged based on the research findings are introduced and discussed according to the relevance to the research objectives. Chapter 7 This chapter concludes the research and presents research limitations, boundaries, the contribution to the body of knowledge and a summary of future research opportunities. The case studies give a sense of how various elements of Matrix structure that outlined in this research were actually applied by other particular organizations are exhibited in Appendix A.

Modern organizations require new structural forms to cope with uncertainties arising from the challenges of global competition and rapid technological and environmental changes (Clarke and Clegg, 1998). One of the most important developments in the area of planned change has been on how to work with large systems so as to initiate and sustain change over time. It was from such contexts that the matrix concept emerged. During the 1950s the term matrix emerged in the United States aerospace industry and, as it has developed through the years, the term has come to be accepted in both business and academic circles. In the 1960s the matrix was sought as a fundamental alternative for dealing with unique management problems of coordination, communication and control (Davis and Lawrence, 1977). In the 1970s and 1980s interest in matrix organizational structures peaked. Since that time, research and literature on the matrix has diminished; contrarily, organizations continue to adopt the matrix as a viable alternative to deal with their increasingly complex business environment. In the recent past, some of the companies that applied a complex global matrix structure have included Asea Brown Boveri (ABB), Zurich (1991); Brown & Root (BR), UK (1999); Hatch (1999) – Formerly BHPE and Kaiser mergers; IMC (1999); Parsons Brinckerhoff (PB), (1999); and Sinclair Knight and Merz (SKM), (2002). These companies have used matrix structures to achieve worldwide economies of scale, combined with local flexibility and responsiveness. The purpose of this study was to investigate the validity of political theories of organizations in major international companies that have implemented matrix structure, with a focus that includes identifying: i. The key factors behind the strategic decision to change the corporate organization in international companies to a matrix structure. ii. The weaknesses and strengths of these matrix structures for subsequent organizational performance. iii. The effects of transition to matrix structure on organizational performance. iv. The factors used to maintain a power balance between divisions. v. A model that seeks to diminish or reduce matrix structure weaknesses to increase organizational effectiveness. The research was conducted in the form of a questionnaire survey and semistructured interviews. To illustrate the implementation of the matrix structure that occurred in a real world environment, SKM has been researched as an intensive case study. Preface As a professional engineer I have had opportunities to be involved with major projects in various international organizations. I have also had opportunities to observe organizations and to analyse their operations by exploring existing procedures and manuals. It was noticeable that the overall success of the projects relied very much on organizational decision making. This observation led my paradigm shift from projects to organizational studies and to the idea of conducting research that aims to investigate the weaknesses and strengths of matrix structures for organizational performance. Introduction Thesis structure This thesis presents a detailed account of the research activities undertaken by Nursen Saracoglu and the outcomes of that research. The purpose of this research is to investigate the validity of political theories of organizations in major international companies that have implemented matrix structure. Data has been collected using a combination of methods, including questionnaires, semistructured interviews, and direct examination of library catalogues and databases. The structure of this thesis is designed as follows: Chapter 1 introduces, and describes the background to the research project. The theories that provide a background to the various factors involved in organizations choosing to change to matrix structures, and the resulting positive and negative effects on the organization, are presented in this chapter. Chapters 2 reviews and analyses the literature review that has been conducted to focus, especially, on how changes to the structure and design of power in matrix organizations can have important implications and consequences. The literature review looks in detail at different organizational theories, particularly theories on power within organizations, which have a bearing on the effect of a matrix structure on an organization. Each theory is critiqued in terms of its relevance to matrix structure analysis. Strategic Contingencies Theory (SCT) and Resource Dependency Theory (RDT) best explain the effect of different levels of power inside a matrix structure. Chapter 3 details the research design and methodology. This chapter describes the advantages and disadvantages of quantitative and qualitative approaches and presents the rationale of selecting research methodology. The participating organization, SKM, is described in terms of its history and its matrix structure is outlined. Chapter 4 illustrates the results of research that defines potential areas of concern associated with matrix structures. The discussion mainly centres on the methods used to analyse the data and then focuses on the different dependent and independent variables derived from the data that are used in the analysis for correlation purposes. The aim of this chapter is to explain the various statistics used to analyse the data and to list the variables that came up as a result of answers to questionnaire. These variables are then analysed against each other in order to develop a sense of the effectiveness of the matrix structure in SKM. In Chapter 5 the qualitative data was examined using the responses obtained from interviews with the top managers of SKM. This chapter aims to identify the themes that have emerged from these interview responses and present them in order of most to least common within each area of research, illustrated with comments from some of the respondents. Chapter 6 discusses the survey and interview results in order to exploit quantitative findings to identify patterning in qualitative data. In parallel with SCT and RDT, the relationship between power and performance in matrix organizations is presented. The new concepts that emerged based on the research findings are introduced and discussed according to the relevance to the research objectives. Chapter 7 This chapter concludes the research and presents research limitations, boundaries, the contribution to the body of knowledge and a summary of future research opportunities. The case studies give a sense of how various elements of Matrix structure that outlined in this research were actually applied by other particular organizations are exhibited in Appendix A.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Over the last 20-30 years, the adoption of matrix management has become ever increasingly popular especially in organizations developing new products and product lines. As with any new organizational design or structure, problems are experienced. These problems must be managed constructively in order for the organization to realize the design/structure's full potential. When managing problems associated with the matrix design, simple solutions can be sought: • Know what the matrix can do, as well as know its limitations. • Communicate this to all levels of staff in the organization. • Ensure that conflict that arises from a dual command system is dealt with quickly. On the other hand, capitalize on the matrix structure's advantages such as retain more information, multi-skill staff and realize economies of scale. The above are "old" management principles, however very sound. The matrix in itself will not determine the success or the failings of the organization. The responsibility lies with the management team and the maturity level of the organization. / AFRIKAANSE OPSOMMING: Die implementering van matriks bestuur, het gedurende die afgelope 2-3 dekades toenemend gewild geraak, veral in ondernemings wat nuwe produkte- of produklyne ontwikkel. Dit is inherent aan nuwe organisatoriese ontwerp of struktuurwysiging dat probleme ondervind word. Hierdie probleme moet konstruktiefbestuur word, sodat die organisasie die volle potensiaal van die nuwe of veranderde ontwerp of struktuur kan benut. Wanneer probleeme aangaande die matriks ontwerp bestuur word, kan eenvoudige oplossings oorweeg word: • Bekom 'n grondige kennis van die vermoëns van die matriks, sowel as die beperkings daarvan. • Verseker dat alle vlakke van personeel in die organisasie ten volle ingelig is. • Pas konflik bestuur tydig toe indien probleme ontstaan ingeval van 'n tweeledige rapportering/opdragstelsel. Kapitaliseer egter op die voordele van matriks bestuur: • Versamel en bestuur verbeterde inligting en inligtingstelsels. • Opleiding van personeel vir meerdoelige take. • Meer ekonomiese aanwending van beskikbare bronne. Bogenoemde is "ou", maar tog bewese en gesonde bestuurspraktyke. Die matriks self, kan nie die sukses of mislukking van 'n organisasie bepaal nie. Hierdie verantwoordlikheid is die taak van die bestuurspan en die vermoënsvlak van die organisasie.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Organisations are struggling to cope with the pace of change and the pressure is on for them either to adapt or die. Consequently, project management has become the sought after management process to deal with this unprecedented rate of change and for survival. Why is project management so attractive recently? Is it because of its emphasis on teamwork and multidisciplinary approach? Of course yes. Its holistic approach makes it very useful in unfamiliar and risky projects in which information is either scanty or overwhelming. As the business environment continues to become more chaotic, project management will continue to be the management tool of the 21st Century. The use of matrix organisation has been spreading in the last ten years in response to a number of new needs. It has usually been a compromise between contradictory requirements and particularly between pressures for a responsive and self-contained project or product organisation and the greater efficiency, expertise and the economies of scale of a functional or departmental structure. It has been seen as a way of dealing with greater environmental complexity and as a more democratic alternative to traditional hierarchical structures. This study project focuses on matrix management as a structuring tool for organisations in this century. The literature study is conducted within the field of project management although matrix management can fall in other fields of organisational development or strategic management. A guide to successful matrix management in organisations with specific reference to project management is examined by addressing questions like, why matrix management is important for project management? What are the obstacles in organisations to the application of matrix management? What are the rules and guidelines to make matrix management successful in organisations? These and other questions on this subject are answered. / AFRIKAANSE OPSOMMING: Organisasies sukkel om tred te hou met die vinnige tempo van verandering. Daar is voortdurend meer druk op organisasies om aan te pas ten einde te oorleef. Om hierdie ongekende druk op verandering en oorlewing te verwerk, het projekbestuur 'n gesogte bestuursproses geword. Is dit omdat projekbestuur klem lê op spanwerk en multi-dissiplinêre benadering? Die antwoord is vanselfsprekend ja. Die holistiese benadering van projekbestuur maak dit toepaslik in ongewone en riskante projekte waar informasie kan wissel tussen uiters skaars of oorweldigend baie. Soos wat die sake-omgewing meer chaoties word, behoort projekbestuur sy status as die bestuurstegniek van die 21 ste eeu voort te sit. Die aanwending van die matriksorganisasie het in die laaste tien jaar, in antwoord of verskeie nuwe behoeftes, uitgebrei. Die organisasie-tipe is normaalweg 'n kompromis tussen teenstrydige vereistes, en in besonder tussen die druk vir 'n lewenskragtige en selfonderhoudende projek- of produkorganisasie, en die groter doeltreffendheid, kundigheid, en ekonomieë van skaal van 'n funksionele of departementele struktuur. Die word gesien as 'n manier om met meer komplekse omgewings oor die weg te kom, en ook as 'n meer demokratiese alternatief tot die klassieke hierargiese struktuur. Hierdie studie-projek fokus op matrikbestuur as 'n tegniek van die organisasie-ontwerp vir hierdie nuwe eeu. Die literatuurstudie word beperk tot die veld van projekbestuur, alhoewel daar ook in ander studievelde van organisasie-ontwikkeling of strategiese bestuur aandag aan matrikbestuur gegee word. 'n Riglyn vir suksesvolle matriksbestuur in organisasies, met spesifieke verwysing na projekbestuur, word ondersoek deur seker pertinente vrae te vra. Waarom is matriksbestuur belangrik vir projekbestuur? Watter struikelblokke is daar in organisasies met betrekking tot die toepassing van matriksbestuur? Wat is die reëls en riglyne vir die suksessvolle aanwending van matriksbestuur in organisasies? Antwoorde op hierdie, en ander soortgelyke vrae rondom die onderwerp, word met hierdie studie verskaf.

Thesis (MBA (Business Management))--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: The matrix structure has had varying degrees of success over the last 35 years. During this period the major factors, seen as critical to achieving matrix effectiveness, have been identified as: • communication; • strong leader; • culture; • rewards; • skills in teams; • clear and defined goals; • senior management support; • defined responsibility; • accountability; and • procedures and standards. A matrix structure (In the form of Category Management) was introduced into our organisation (USABCO) in 1999 and three years later it was replaced with the previous structure (Hierarchical Structure). In hind light the category management structure, if implemented correctly with the relevant preparation, training, and support,would have improved new product development efficiency. Eleven recent articles related to matrix effectiveness were selected and analysed, and the results used to establish the following for each of the above and other critical factors: • proposed actions that can be taken to improve matrix effectiveness; and • reported benefits of these actions. This is not an exhaustive list but rather a summary of results from current research, empirical studies and surveys. / AFRIKAANSE OPSOMMING: Die matriks struktuur het oor die laaste 35 jaar verskillende suksesse behaal. Gedurende hierdie periode, was die volgende hoof faktore gesien as krities tot die bereiking van matriks doeltreffendheid: • kommunikasie; • sterk leiers; • kultuur; • vergoeding; • vaardighede in spanne; • duidelike doelwitte; • bemagtiging van lede; • senior bestuur ondersteuning; • gedefinieerde verantwoordlikheid; • toerekenbaarheid; en • prosedures en standaarde. Die matriks struktuur (in die vorm van kategoriebestuur) was in 1999 in ons maatskappy bekend gestel en na 3 jaar was dit weer vervang met die vorige struktuur (hierargiese struktuur). Die "kategorie bestuur struktuur" kon nuwe produk ontwikkeling doeltreffendheid verbeter, as dit reg geimplementeer was met die nodige voorbereiding, opleiding en ondersteuning. Elf onlangse artikels, wat verband hou met matriks doeltreffendheid, was geselekteer en geanaliseer en die resultate gebruik om die volgende vas te stel vir elkeen van die bogenoemde hooffaktore: • voorgestelde aksies om matriks doeltreffendheid te verbeter; en • gepubliseerde voordele van die aksies. Dit is nie 'n volledige lys nie, maar eerder 'n opsomming van huidige navorsing, empiriese studies en ondersoeke.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Matrix organizations still remain a successful competitor in a hyper networked and borderless world. Matrix organizations are a multidimensional structure that tries to maximize the strength of a functional organization and minimize the weaknesses of both the project and functional organizations. It combines the vertical hierarchical structure with a horizontal structure of an input coordinator and provides advantages in terms of creativity, innovation, integration of knowledge and responsiveness to customer needs (Stebbins, Sena & Shani, 1997: 1). Project managers in a matrix organization have control over three factors: what has to be done, when it must be done, and how much in terms of resources must be dedicated to the project. The probable risk here is that the project manager may become isolated from a technical foundation and loss the technical skills that is needed to manage the matrix organization effectively. Some of the other key issues in a matrix organization is the "two bosses" or sharing of authority, the difficult balance between the organizations need for cost effectiveness and the project manager's need to achieve perfection and the problems associated with the resources and functional managers' reluctance to give up these resources. The solution for most of these problems is that the project manager should have sufficient authority in the organization and the back up and support of top management. The project manager of the matrix organization needs the personal skills to effectively communicate and motivate the project team and allow for greater collaboration among differing functional specialties, and political skills to handle all the relevant stakeholders. The transition into a predominantly knowledge-based economy with knowledge workers manning the workstations, the need for managing interpersonal complexity at work is also driving the matrix. The discipline of matrix management, however, remains more an art than a science. / AFRIKAANSE OPSOMMING: Matriks organisasies is nog steeds 'n suksesvolle mededinger in 'n wereld met netwerke sonder grense. Matriks organisasies is multi-dimensionele strukture wat probeer om die sterk punte van funksionel organisasies te maksimaliseer en die swak punte te minimaliseer van beids projek en funksionele organisasies. Dit kombineer die vertikale hierargiese strukture met die horisontale strukture van 'n koordineerder wat verantwoordelik is vir insette, en voorsien voordele in terme van kreatiwiteit, innovering, integrasie van kennis en reaksie op wat kliente benodig (Stebbins, Sena & Shani, 1997: 1 ). Projekbestuurders in 'n matriks organisasie het beheer oor drie faktore: wat moet gedoen word, wanneer moet dit gedoen word en hoeveel, in terme van hulpbronne, moet toegewys word aan die projek. Die moontlike risiko is dat die projekbestuurder geisoleer kan word van 'n tegniese grondslag en die tegniese vaardigheid, wat nodig is om die matriks organisasie effektief te bestuur, verloor. Sommige van die ander belangrike punte in 'n matriks organisasie is die "twee hoofde"of die gedeelde autoriteit, die moeilike balans tussen die organisasie se noodsaaklikheid van koste effektiwiteit en die projek bestuurder se strewe na volmaakheid, asook die probleme wat geassosieer word met die hulpbronne en die funksionele bestuurder se huiwering om dit op te gee. Die oplossing van die meeste van hierdie probleme is dat die projekbestuurder voldoende autoriteit moet hê in die organisasie en die ondersteuning van die top bestuur. Die projekbestuurder van die matriks organisasie benodig die persoonlike vaardigheid om effektief met die projekspan te kommunikeer en hul te motiveer. Groter samewerking tussen die verskillende funksionele spesialiteite moet toe gelaat word en die projek bestuurder benodig ook die politieke vaardigheid om alle relevante insethouers te hanteer. Soos die verandering plaasvind in 'n hoofsaaklike kennis gebaseerde ekonomie met opgeleide werkers wat die werkstasies beman, word die matriks ook gedryf deur die behoefte om interpersoonlike gekompliseerdheid te bestuur. Die disipline van matriksbestuur is meer 'n kuns, as 'n wetenskap.