Matrix Vs traditional organization

TRADITIONAL

MATRIX

High cross-unit coordination (from command-and-control structure) Eyes up to management Low unit autonomy Control through the hierarchy Control comes down from top ("higher center of gravity") Management focus: control Functional measurements first Career success via the functional ladder Poor use of employee expertise and initiative Follow the rules People hold positions Cross-unit cooperation is unnatural and secondary Creates standard solutions

High cross-unit coordination (from effective linkages and relationships) Eyes right to the client High unit autonomy Control through process Control pushed down closer to client ("lower center of gravity") Management focus: create value and build skills Client value first Career success via increasing skills Success based on employee expertise and initiative Create new rules People utilize skills Cross-unit cooperation is normal Creates customized solutions