The paradox of managing a project-oriented matrix: establishing coherence within chaos.
Projects that require the flexible coordination of multidisciplinary teams have tended to adopt a matrix structure to accomplish complex tasks. Yet these project-oriented matrix structures themselves require careful coordination if they are to realize the objectives set for them. The authors identify the basic organizational questions that project-oriented matrix organizations must face. They examine the relationship between responsibility and authority; the tradeoffs between economic efficiency and the technical quality of the work produced; and the sensitive issues of managing individualistic, highly trained professionals while also maintaining group cohesiveness.
D003220:Conflict, Psychological; D006126:Group Processes; D006801:Humans; D007400:Interprofessional Relations; D009934:Organization and Administration