Are you ready for a Matrix

Approaches to Change 마지막 주에 리더쉽 향상 계획에 대한 토론에 올라온 참조용 도구인데... 그냥 놔두면 까먹고 안할꺼 같아서 블로그에 남겨둔다. 리더쉽 향상에 관심있는 분들은 해보시길. 

 

What is a matrix?

A matrix organization is a structure where team members report to multiple leaders. For example, in a matrix organization, team members report to a project manager and to their department head. So, it is the most challenging situation for collaboration.

Are you ready for a Matrix?

 (Capabilities Assessment)
A matrix will be most successful if it is deployed in an organisation with strong interpersonal networks and clear and disciplined work and management processes. Use this assessment to determine where your organisation needs to build underlying capabilities that will help a matrix succeed.

 

	Weak                      Strong
Interpersonal Skills
Opportunities to build networks and relationships: ·       People are introduced to others in the organisation and there are directories of skills, knowledge, experience ·       Forums bring people together across business and functions (training, meetings, seminars, intranet sites, etc.) ·       People are encouraged by their managers to spend time to build networks and relationships
Staff can use the tension created by the matrix to collaborate rather than compromise because: ·       They understand from senior management the criteria trade-offs ·       There are established rules for escalation ·       Parameters for acceptable risk have been defined and illustrated by example
Managers who share resources work well together: ·       Expectations, objectives, and priorities are jointly set ·       Managers make the time to align their agendas and create clarity for the people who report to them ·       When priorities change, the managers resolve conflicts so that they neither “drop” onto the matrixed manager or have to be escalated up
A culture of teamwork, demonstrated by: ·       Joint accountability, both when things go well and when they go wrong ·       Frequent giving of credit to others ·       Recognition of those who demonstrate collaborative behaviours ·       Sharing of information
Work process
Clarity around how the information flows across the organisation: ·       New work processes have been mapped with the actual people in the matrixed positions to anticipate and clarify gray areas to anticipate and clarify gray areas and new ways of working ·       There are formalized processes for how decisions are made,  conflicts are resolved or escalated, problems are solved, and information is communicated
Clarity around roles and responsibilities: ·       Everyone understands the expectations of their role and others’ roles, the boundaries between roles, the purpose and expectations of the various new coordinating roles ·       Overlaps among roles are minimized ·       Gaps are minimized; all work is accounted for
Management processes
Governance mechanisms resolve issues quickly and at the right level: ·       Councils, committees, and steering committees have been chartered and operate effectively to cut across the normal hierarchy and get the right people talking to one another about customers, objectives, conflicts, resources, and performance on a regular basis
Efficient and Effective meetings: ·       The right people are invited to ensure that perspectives along all dimensions of the matrix are represented when needed ·       Meetings are structured and facilitated to result in outcomes that meet both enterprise and Line Of Business needs
There is minimum management “rework”: ·       When decisions are made they “stick”, and are not reopened or revisited ·       Decisions are communicated and supported consistently by managers ·       Managers have built a high enough level of trust that decisions can be made by the minimum number of people necessary ·       There are upward feedback mechanisms that inform managers of how well they are doing
There is a clear process for objective setting and performance management: ·       Performance appraisal that gathers relevant input and makes clear the weight of each manager’s input ·       Peer feedback mechanisms that promote a culture of collaboration and measure “How easy am I to work with?” ·       The reward system makes “heroes” of those who demonstrate the values, and give incentives for team and collaborative behaviour

 

Source: Kates, A. and Galbraith, R. Designing Your Organization; Using the Star Model to Solve 5 Critical Design Challenges, Jossey-Bass, 2007, pp 223-224.

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