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.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/49932 |
| Date | 03 1900 |
| Creators | Jackson, Edna |
| Contributors | Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Business Management. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Format | 42 p. |
| Rights | Stellenbosch University |
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