Designing Matrix Organizations that Actually Work How IBM, Proctor & Gamble and Others Design for Success

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2008-11-10
  • Publisher: Jossey-Bass

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Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better. But the matrix has become a necessary form of organization in today's business environment. Companies now know that if they have multiple product lines, do business in multiple countries, and serve many customer segments through a variety of channels, there is no way they can avoid some kind of a matrix structure and the question most are asking is "How do we learn how to operate the matrix effectively?" In Designing Matrix Organizations That Actually Work, Galbraith answers this and other questions as he shows how to make a matrix work effectively.

Author Biography

Jay R. Galbraith is professor emeritus at the International Institute for Management Development (IMD) in Lausanne, Switzerland. He is also senior research scientist at the Center for Effective Organizations at the University of Southern California. He is the author or coauthor of several books, including Designing the Global Corporation and Designing Your Organization, both from Jossey-Bass.

Table of Contents

Prefacep. viii
Introduction: Matrix Organizations: What Are They? Where Did They Come From?p. 1
What Is a Matrix?p. 3
What Are the Origins of the Matrix?p. 7
What Happened?p. 10
The Star Modelp. 12
Implications of the Star Modelp. 17
Simple Matrix Organizationsp. 21
Simple Matrix Structuresp. 25
Two-Dimensional Structuresp. 25
Pharmaceutical R&D Lab Examplep. 35
Summaryp. 40
The Two-Hat Modelp. 41
What Is the Two-Hat Model?p. 41
Examples of Two-Hat Structuresp. 44
Summaryp. 50
The Baton Pass Modelp. 51
The Consumer Goods Modelp. 51
The Pharmaceutical Modelp. 54
Summaryp. 63
The Matrix Within a Matrixp. 65
Design Challenges of the Matrix Within a Matrixp. 65
Matrix Within a Matrix at the Corporate Levelp. 69
Mars Pet Food Examplep. 70
Summaryp. 73
Balancing Power and Defining Rolesp. 75
Designing Power Basesp. 75
Roles and Responsibilitiesp. 82
Summaryp. 85
Complex Matrix Structuresp. 87
The Three-Dimensional Matrixp. 91
International Strategyp. 91
The Geography-Dominant Matrixp. 98
The Balanced Matrixp. 102
The Business-Dominant Matrixp. 106
Differentiated Structuresp. 107
Other Three-Dimensional Modelsp. 109
Summaryp. 112
More Complex Matrix Structuresp. 115
Global Account Teamsp. 115
The Front-Back Hybrid Modelp. 116
Summaryp. 126
The IBM Structurep. 129
The IBM Front-Back Hybridp. 129
More Complexity?p. 136
Summaryp. 137
Completing the Star Modelp. 139
Communication in the Matrixp. 143
Informal Communicationp. 144
Formal Communicationp. 145
Summaryp. 150
Planning and Coordination Processesp. 153
Goal Alignment, Dispute Resolution, and Coordination Mechanismsp. 153
Summaryp. 160
Planning Processes in the Complex Matrixp. 161
What About Complex Matrix Designs?p. 161
Get the System in a Roomp. 172
Online Processesp. 175
Summaryp. 178
Human Resources Policiesp. 179
Human Capitalp. 180
Social Capitalp. 196
Summaryp. 199
Leadership in a Matrix Organizationp. 201
Seeing That Conflicts Are Resolvedp. 202
Managing the Top Teamp. 208
Balancing Powerp. 210
Summaryp. 213
Implementing a Matrixp. 215
Using the Star Modelp. 215
Building Capabilitiesp. 218
Summaryp. 229
A Synopsis of Matrix Capabilitiesp. 231
Epilogue: Personal Stories: The Uses and Abuses of the Matrixp. 235
Early Phase: "What Is a Matrix, Anyway?"p. 235
Matrix Takes Off and Becomes Trendyp. 239
The Phase of Declinep. 243
The Stealth Matrix Phasep. 245
Today: Matrix Out of the Closetp. 247
Referencesp. 249
About the Authorp. 251
Indexp. 253
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