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Bertrand Duperrin's personal annotations on this page

bertrandduperrin
Bertrandduperrin bookmarked on 2008-06-05 management matrixmanagement communication organization leadership sharing control hierarchy

One theme has emerged loud and clear from executives I have been coaching this year: the utter frustration of operating in complex and shifting matrix management systems. The complaints are legion: multiple and complex reporting lines, confusion over accountability, competing geographical and functional targets, lack of role clarity, too many people involved in decisions, lack of support from senior managers, and the politics and conflicts arising from continual organisational restructuring.

  • Matrix structures broke down the hierarchies, allowing teams to share information across task boundaries and enabling managers and staff to build their knowledge and experience across projects.
  • employees became confused over conflicting loyalties, with line managers retaining central control and dotted line managers imposing extra demands.
  • Managers soon realised that they hindered rather than helped them work effectively
  • On top of this, organisations have been slow to realise the need for training in the skills necessary to navigate matrices: communication, influencing, coaching, negotiation and conflict management. The result is an almost impossible situation in which to lead or manage.

This link has been bookmarked by 1 people . It was first bookmarked on 05 Jun 2008, by Bertrand Duperrin.

  • 05 Jun 08
    bertrandduperrin
    Bertrand Duperrin

    One theme has emerged loud and clear from executives I have been coaching this year: the utter frustration of operating in complex and shifting matrix management systems. The complaints are legion: multiple and complex reporting lines, confusion over accountability, competing geographical and functional targets, lack of role clarity, too many people involved in decisions, lack of support from senior managers, and the politics and conflicts arising from continual organisational restructuring.

    management matrixmanagement communication organization leadership sharing control hierarchy

    • Matrix structures broke down the hierarchies, allowing teams to share information across task boundaries and enabling managers and staff to build their knowledge and experience across projects.
    • employees became confused over conflicting loyalties, with line managers retaining central control and dotted line managers imposing extra demands.
    • 2 more annotations...

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