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Prior to the 1970’s, almost every large business functioned according to a “silo” model, wherein workers functioned in isolated groupings, subordinated to functional managers. Picture, if you will, multiple columns drawn on a page; each column representation is led by a line manager, and every line manager administers one group of workers. Since each group functioned with certain autonomy, various work functions were replicated within each silo.

Categories of the matrix organizations come in several spectra. The goal and focus of each is to provide a balance of power between manager’s and their functional needs in particular. The three primary matrices layer in three categories: The Weak Matrix, Strong Matrix, and Balanced Matrix organizational structure. This whitepaper will address the overall benefits and drawbacks of the Strong Matrix organizational structure in the article.

Why Strong Matrix Structure?

Because of the problems inherent in the previous organizational structure, a strong matrix structure was developed. In this instance, it is the project managers rather than the line managers that are responsible for workers. The project managers, however, do not possess responsibility for details related to the administration of human resource matters. Hence, the project manager can feel empowered to directly manage workers, and, as a result, manage an entire project appropriately, without forcing project managers to become involved in human resources issues.

I have been in this sort of situation myself. I led the project and oversaw everything but the personnel issues. This worked very well for me. I was in charge of everything related to the project itself, but was free from handling unrelated details like reviews, contracts, training, taxes, and vacations. Under this arrangement, I was able to focus completely on the project I had undertaken.

In this situation, then, when a new project begins, the project manager discusses staffing requirements with each functional manager, who then tries to provide the necessary resources and training. Functional managers often develop plans, as well as charts (such as the Gantt charts, Pert Charts, and Process Flow Charts) determining how individuals are to be organized in each project. In addition, staff might be directed to move to another project or manager if this becomes necessary, but only with the project manager’s approval.

While project managers cooperate with functional managers, the project manager is primarily responsible for every detail related to the project. Hence, in this matrix structure, the project manager has primary authority and responsibility.

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