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.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/50136 |
| Date | 03 1900 |
| Creators | James, Celeste Claire |
| Contributors | Brown, C. J., Stellenbosch University. Faculty of Economic & Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 58 p. |
| Rights | Stellenbosch University |
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