What is matrix management?

Question 1: What does matrix management mode mean? Matrix.

Mathematically, a matrix is a complex number or real number *** [1] arranged in a rectangular array, which originates from a square matrix composed of coefficients and constants of an equation. This concept was first put forward by British mathematician Kelly in19th century.

Matrix is a common tool in applied mathematics such as advanced algebra and statistical analysis. [2] In physics, matrices have applications in circuit science, mechanics, optics and quantum physics; In computer science, three-dimensional animation also needs matrix. Matrix operation is an important problem in the field of numerical analysis. Decomposition of a matrix into a combination of simple matrices can simplify the operation of the matrix in theory and practical application. For some widely used and special matrices, such as sparse matrix and quasi-diagonal matrix, there are concrete fast operation algorithms. For the development and application of matrix related theory, please refer to matrix theory. Infinite-dimensional matrices will also appear in astrophysics, quantum mechanics and other fields, which is the generalization of matrices.

Question 2: What do you mean by project and matrix management? The brothers down there are too complicated. Let me use a simple picture to say it.

Figure 1: function management

The general manager is divided into several functional departments, such as engineering department, production department, IT department and human resources department. Each department has a corresponding post, and each post reports to its immediate superior. This is also the most common management method in China.

Figure 2: Project Management (Project)

There are several projects under the general manager, and each project has a project manager. The project manager leads a group of project personnel to organize the project. Some engineering construction and real estate industries often try this management method.

Figure 3: Matrix Management (Matrix)

It is a combination of 1 and 2, which sets up both functional departments and project teams. Specific positions, not only report to the functional department head, but also obey the arrangement of the project manager. This is matrix management.

But who should I listen to and who should I be ultimately responsible for? Also divided into strong matrix management or weak matrix management.

If you elaborate, you can't make it clear in one or two sentences. You can read books on organizational structure management.

Question 3: What is project management and matrix management? Simply put, a project is a short-term behavior. In a software project, some people have multiple roles, such as requirements, design, development, testing, implementation, operation and maintenance, and management. They belong to different departments, such as requirements management department, development department, testing department, implementation department, operation and maintenance department and so on. The daily work of these employees, such as recruitment, salary increase, performance, promotion and dismissal, is the responsibility of their respective department managers, and a certain proportion of the assessment basis is the responsibility of the project manager and subordinate leaders. The project manager has the right to ask all department managers to replace the unqualified personnel in the project, and also has the right to evaluate the project members. If project management is a horizontal line, combining all kinds of people to do things, then the daily management of the same group of people in a department is a vertical line, responsible for their career planning, skill upgrading, salary increase, recruitment and dismissal. The advantage of this is that there is a special department to manage the same type of people, to be responsible for the long-term planning of employees, and to have a special person responsible for completing the short-term goals of a single project. Such shortcomings also exist. Project managers need experts, and experts are definitely scarce resources, which easily leads to contradictions between department managers and project managers. This requires top-level design in project personnel cost control, echelon construction, and departmental technology platform construction. If a company has complete performance, standardized management and orderly platform construction, matrix management is a good choice. Of course, some companies do business division system, which requires a stable team on the project. The project manager should not only complete the work, but also have the responsibility to train employees, which is also a way.

Question 4: Introduction to Matrix Management If there are several such special groups, a horizontal system will be formed to complete special tasks. This horizontal system and the original vertical leadership system form a matrix, so it is called matrix management. In other words, the employees managed by matrix are in the mode of double reporting. There are two bosses, one is a process boss and the other is a professional boss. The process boss is responsible for your daily assessment, and the professional boss is responsible for your promotion and appointment.

Question 5: Meaning and characteristics of matrix management I. Meaning and characteristics of matrix management

Matrix management refers to balancing the problems of dispersion and concentration in enterprise operation through horizontal and vertical management methods, so that all management departments can coordinate and supervise each other and achieve the work objectives of enterprises more efficiently. This organizational structure is formed on the basis of overcoming the shortcomings of a single vertical organizational structure. Its biggest advantages are shorter information lines, faster information feedback, higher work efficiency, lower cost and stronger organizational adaptability.

Matrix management is mainly suitable for large enterprises or enterprises with rapid business development and wide and complex business scope, which is determined by the characteristics of matrix management itself. When an enterprise develops to a certain scale or stage, it will inevitably lead to product diversification, more dispersed market, more complex business and larger departments, and various affairs in daily operation will cross-influence. If the organizational structure of the enterprise is not adjusted in time, and the pyramid-shaped centralized system or single management system is still adopted, the operation of the enterprise may be chaotic: the internal information transmission is slow, the customer's requirements are ignored, the opportunity of new product research and development is missed, and the pace between the superior departments is uncoordinated.

In this case, a single management mode, such as dividing departments according to products or services, is no longer suitable for the complex business environment of enterprises, and enterprises need more flexible management to make their businesses more effectively monitored. Matrix management can just make up for the shortcomings brought by the single business division system of an enterprise and give full play to the benefits of each business division. Matrix structure strengthens the information flow between them through horizontal and vertical management methods and the establishment of cross-functional departments, and coordinates the development of different businesses more flexibly and effectively.

From the perspective of enterprise operation, matrix management has three advantages:

First, human resources are fully utilized;

Second, the work efficiency has been greatly improved. Enterprises can deploy talents in the shortest time, form teams, gather talents with different functions and solve some complicated and thorny problems;

Third, it can temper the comprehensive ability of employees. Because employees can have more opportunities to contact with different departments of their own enterprises, it will help to improve their comprehensive talents.

Second, the key to the effective operation of matrix management: to prevent the emergence of organizational power vacuum.

In matrix management, there are often some functional teams across multiple departments. These teams are flexible, efficient and effective. Because the members of this functional team come from multiple departments, each with different leaders, and the whole functional team is controlled by multiple superiors at the same time, the most common problem is that the excessive intervention of different departments and superiors leads to the responsibility of the team.

Avoiding this power vacuum requires the active cooperation of all functional departments of the enterprise. For example, the financial department pre-allocates special funds for the operation of functional teams to ensure that the established goals can be achieved financially; The Human Resources Department also provides support in personnel deployment, personnel changes and professional recruitment. The management gives time and psychological support to the difficulties and pressures that may be encountered in the development of functional teams ―― From those well-managed large-scale industries, we can find that their strict matrix management has a very flexible side, and there will be no vacuum management while operating efficiently, which actually benefits from all the support that enterprises need to ensure the normal operation of matrix management in an institutionalized form.

Thirdly, how to change the division system into matrix management?

When an enterprise changes from business division system to matrix management, there are three problems that need to be solved most:

(1) Ensure that all departments in matrix management are coordinated and communicate smoothly.

The premise of the successful implementation of matrix management is that enterprises can communicate smoothly and the communication scope is reasonable. Reasonable and effective communication scope depends on whether information can be transmitted smoothly between superiors and subordinates, and whether employees' opinions can be uploaded and received timely feedback. To achieve this goal, the enterprise management must make every employee understand his responsibility and power in the new management structure in various ways, let everyone know the operation process of matrix management, and let the matrix management method be recognized by all employees.

(2) Get rid of the selfish departmentalism of employees and realize efficient cooperative operation.

The key to solve this problem is to distribute the benefits reasonably among all parts of the organization. Enterprises can ensure the interests of employees through institutionalization; On the other hand, strengthen the exchange of ideas with employees so that they can understand the new management system ... >>

Question 6: What is matrix structure management? Matrix organization form is to add a horizontal leadership system on the basis of linear functional vertical organization system. Matrix organization can also be called non-long-term fixed organization.

The advantages of the matrix system are as follows: ① strengthening horizontal contact and making full use of professional equipment and personnel; ② It has great liquidity; (3) to encourage professionals to help each other, inspire each other and complement each other; The disadvantages of the matrix system are: ① the positions of members are not fixed, they have temporary ideas, and sometimes their sense of responsibility is not strong enough; (2) personnel under the dual leadership, sometimes it is difficult to distinguish responsibility.

Question 7: What management authority and responsibility should the Matrix snap-in have? In China, Chunlan Air Conditioning Group, a famous enterprise, has also successfully applied this model, making the industrial group and its subordinate factories into vertical departments and belonging to the operating system. The Legal Department, the Human Resources Department and the Information Resources Department are classified as functional units to form horizontal departments. It is stipulated that horizontal departments make rules and vertical departments operate in the rules. In this way, the phenomenon of power crossover easily caused by matrix management is overcome. The team leader is responsible to the workshop director, who is responsible to the factory director, who is responsible to the manager of the industrial company, who is responsible to the group headquarters.