what should be used to reflect the organizational structure of your organization

Affiliate 9: Executing Strategy through Organizational Design

Creating an Organizational Structure

1. Know and be able to differentiate amidst the 4 types of organizational structure.
2. Sympathize why a change in construction may exist needed.

Inside near firms, executives rely on vertical and horizontal linkages to create a construction that they hope will match the needs of their firm's strategy. Four types of structures are available to executives: (1) simple, (2) functional, (three) multidivisional, and (four) matrix (Effigy ix.six "Common Organizational Structures"). Similar snowflakes, notwithstanding, no ii organizational structures are exactly alike. When creating a structure for their firm, executives volition have ane of these types and conform information technology to fit the house's unique circumstances. As they do this, executives must realize that the choice of structure will influence their business firm's strategy and strategic options in the future. One time a structure is created, it constrains certain future strategic moves, and supports others. If a firm's structure is designed to maximize efficiency, for example, the business firm may lack the flexibility needed to react apace to exploit new opportunities.

Executives rely on vertical and horizontal linkages to create a structure that they hope volition lucifer the firm'due south needs. While no two organizational structures are exactly alike, four general types of structures are bachelor to executives: simple, functional, multidivisional, and matrix.

Simple Structure	Simple structures do not rely on formal systems of sectionalization of labor, and organizational charts are non generally needed. If the firm is a sole proprietorship, i person performs all of the tasks that the organization needs to attain. Consequently, this structure is common for many small-scale businesses.
Functional Structure	Within a functional construction, employees are divided intodepartments that each handles activities related to a functional area of the business, such as marketing, production, human resources, information technology, and customer service.
Multidivisional Structure	In this type of structure, employees are divided into departments based on product areas and/or geographic regions. Jim Pattison Group, for case, has 9 production divisions; Food and Beverage, Media, Amusement, Automotive and Agriculture, Journal Distribution and Marketing, Signs, Packaging, Forest Products and Port Service, and Investments and Partnerships.
Matrix Construction	Firms that engage in projects of limited duration often use a matrix structure where employees can exist put on different teams to maximize creativity and idea flow. As parodied in the film Role Space, this construction is common in high tech and applied science firms.

Unproblematic Structure

Many organizations start out with a . In this type of construction, an organizational chart is usually not needed. Simple structures do non rely on formal systems of division of labor (Figure ix.7 "Elementary Structure"). If the firm is a sole proprietorship, one person performs all the tasks the organization needs to accomplish. Many professions, such as doctors, lawyers, and architects, notice that a unproblematic structure meets the needs of their business. The same is true for minor business concern owners; for instance, on the Television receiver series The Simpsons, both bar owner Moe Szyslak and Comic Book Guy are shown handling all aspects of their corresponding businesses.

Figure 9.vii: Uncomplicated Structure [Paradigm description]

If the firm consists of more than i person, tasks tend to be distributed amid them in an informal manner rather than each person developing a narrow area of specialization. In a family unit-run restaurant or bed and breakfast, for instance, each person will contribute as needed to tasks, such every bit cleaning restrooms, food preparation, and serving guests (hopefully not in that order). Meanwhile, strategic determination making in a simple construction tends to be highly centralized. Indeed, often the owner of the firm makes all the important decisions. Because at that place is niggling emphasis on hierarchy within a simple structure, organizations that use this type of structure tend to have very few rules and regulations. The procedure of evaluating and rewarding employees' performance also tends to be breezy.

Effigy 9.8: There is a good reason virtually sole proprietors do not carp creating formal organizational charts.

The informality of simple structures creates both advantages and disadvantages. On the plus side, the flexibility offered by simple structures encourages employees' creativity and individualism. Informality has potential negative aspects, as well. Important tasks may exist ignored if no one person is specifically assigned accountability for them. A lack of articulate guidance from the height of the organization can create confusion for employees, undermine their motivation, and brand them dissatisfied with their jobs. Thus when relying on a simple structure, the possessor of a firm must be certain to communicate often and openly with employees.

Functional Structure

As a small system grows, the person in charge of information technology often finds that a uncomplicated construction is no longer acceptable to meet the organization's needs. Organizations become more than complex equally they grow, and this can require more formal division of labour and a stiff emphasis on hierarchy and vertical links. In many cases, these firms evolve from using a simple construction to relying on a .

Figure 9.9: Functional Structure [Image description]

Inside a functional construction, employees are divided into departments that each handle activities related to a functional area of the business organisation, such every bit marketing, production, homo resources, information technology, and customer service (Figure 9.9 "Functional Structure"). Each of these five areas would be headed up past a director who coordinates all activities related to her functional area. Everyone in a company that works on marketing the company's products, for case, would study to the manager of the marketing department. The marketing managers and the managers in charge of the other four areas in turn would study to the master executive officeholder.

Figure 9.ten: An case of a functional structure.

Using a functional construction creates advantages and disadvantages. An of import benefit of adopting a functional construction is that each person tends to learn a great deal near his or her particular part. By being placed in a department that consists entirely of marketing professionals, an individual has a great opportunity to become an expert in marketing. Thus a functional structure tends to create highly skilled specialists. Second, group anybody that serves a particular function into one department tends to keep costs low and create efficiencies. Also, because all the people in a detail department share the same background training, they tend to get along with one another. In other words, conflicts within departments are relatively rare.

Using a functional structure too has a pregnant downside: executing strategic changes can be very slow when compared with other structures. Suppose, for example, that a textbook publisher decides to introduce a new form of textbook that includes "scratch and sniff" photos that let students smell various products in add-on to reading about them. If the publisher relies on a elementary construction, the leader of the firm can simply assign someone to shepherd this unique new production through all aspects of the publication process.

If the publisher is organized using a functional construction, however, every department in the organisation will have to be intimately involved in the creation of the new textbooks. Because the new product lies outside each department's routines, it may become lost in the proverbial shuffle. And unfortunately for the books' authors, the publication process will be halted whenever a functional area does non alive up to its responsibilities in a timely style. More generally, considering functional structures are tedious to execute change, they tend to piece of work all-time for organizations that offer narrow and stable product lines.

The specific functional departments that announced in an organizational chart vary across organizations that use functional structures. In the example offered earlier in this section, a firm was divided into five functional areas: (i) marketing, (two) production, (3) human being resources, (4) it, and (5) customer service. In the TV show The Office, a unlike approach to a functional structure is used at the Scranton, Pennsylvania, branch of Dunder Mifflin. As of 2009, the co-operative was divided into vi functional areas: (1) sales, (ii) warehouse, (three) quality control, (iv) customer service, (v) human resources, and (6) accounting. A functional structure was a adept fit for the co-operative at the time because its product line was express to just selling function newspaper.

Multidivisional Structure

Many organizations offer a broad diverseness of products and services. Some of these organizations sell their offerings beyond an array of geographic regions. These approaches require firms to exist responsive to local customers' needs. Yet, as noted, functional structures tend to be adequately ho-hum to alter. Every bit a upshot, when they expand, many firms abandon the employ of a functional structure as no longer optimal for their larger size. Frequently the new choice is a . In this type of structure, employees are divided into departments based on products, services, and/or geographic regions.

In the multidivisional form, the firm is divided into semi-democratic divisions that take their own support (corporate) structures with each segmentation being responsible for its own production and maximizing its own profit. The firm still has a fundamental role that oversees the other divisions but the central office's master responsibility is to develop overall strategies for the business, not to be responsible for each division's operations.

Jim Pattison Group is an example of a company organized this way. As noted in this chapter's opening vignette, most of the company'south employees belong to one of nine production divisions: Food and Beverage, Media, Amusement, Automotive and Agriculture, Journal Distribution and Marketing, Signs, Packaging, Forest Products and Port Services, and Investments and Partnerships.

A big advantage of a multidivisional structure is that it allows a business firm to human action apace. When Jim Pattison Grouping made a strategic move such as acquiring Ocean Foods, only the relevant sectionalization (in this case, Nutrient and Beverage) needed to be involved in integrating the new unit into the company's hierarchy. In contrast, if the Group was organized using a functional structure, the transition would be much slower because all the divisions in the company would need to be involved. A multidivisional structure also helps an organization ameliorate serve customers' needs. In the summer of 2006, for instance, Jim Pattison Grouping'southward Investments and Partnerships sectionalization created Nifty Pacific Banking concern Limited in Barbados. Because one division of Jim Pattison Grouping handles all the business firm's investment business, the wisdom and skill needed to decide when to enter the banking business organisation in Barbados was more easily attainable.

Of course, empowering divisions to human activity quickly tin backfire if people in those divisions take actions that do not fit with the company's overall strategy. McDonald's experienced this kind of situation in 2002. The France division of McDonald'due south ran a surprising advertisement in a magazine chosen Femme Actuelle. The ad included a quote from a nutritionist that asserted children should not swallow at a McDonald'south more than once per calendar week. Executives at McDonald'southward headquarters in suburban Chicago were concerned most the message sent to their customers, of class, and they made information technology clear that they strongly disagreed with the nutritionist.

Figure 9.11: Problems tin can be created when delegating lots of authority to local divisions. McDonald'southward summit executives were angered when an advertizing by their France sectionalization suggested that children should simply swallow at their restaurants once a week.

Another downside of multidivisional structures is that they tend to be more costly to operate than functional structures. While a functional construction offers the opportunity to gain efficiency by having just ane section handle all activities in an area, such as marketing, a house using a multidivisional structure needs to accept marketing units within each of its divisions. In the Jim Pattison Grouping'southward example, for instance, each of its nine divisions must develop its own marketing skills, which may reduce a firm's overall turn a profit margin. The organization does have a Group Opportunities (Go) program that offers aid such as group purchasing and shared services that can create efficiencies and save money.

An additional do good of such moves is that consistency is created beyond divisions. Many Canadian universities and colleges have created an Office of Sustainability to coordinate sustainability initiatives beyond the entire organization. McMaster University has beekeeping on campus (McMaster, 2014). The University of Saskatchewan celebrated International Polar Comport Solar day by pledging to reduce building energy use past adjusting the cooling and heating temperatures in its buildings, and encouraging students and staff to take personal activeness to save energy now and in the future (Academy of Saskatchewan, 2014).

Matrix Structure

Inside functional and multidivisional structures, vertical linkages between bosses and subordinates are cardinal for decision making, communications, and accountability. , in contrast, rely heavily on horizontal relationships (Ketchen & Brusque, 2011). In detail, these structures create cross-functional teams that each piece of work on a unlike project. This offers several benefits: maximizing the system's flexibility, enhancing advice by emphasizing both vertical (top-down) and horizontal communications across functional lines, and supporting a stronger spirit of teamwork and collaboration. A matrix structure can also help develop new managers. In detail, a person with limited managerial experience tin become a team leader for a relatively small project in developing their talents for leading others.

Using a matrix structure can create difficulties too. One business organization is that using a matrix structure violates the unity of control principle considering each employee is assigned multiple bosses. Specifically, any given individual reports to a functional area supervisor as well as i or more project supervisors. This has the potential to create defoliation for employees because they are left unsure about who should be giving them direction, peculiarly in setting priorities for their work. Violating the unity of control principle as well creates opportunities for unsavory employees to avert responsibility by challenge to be decorated on the other supervisor'due south projects.

The potential for conflicts arising between project managers within a matrix structure is another concern. Chances are that you accept had some classes with professors who are excellent speakers, while in other classes, you take been forced to suffer through a semester of semi-incomprehensible lectures. This mix of experiences reflects a fundamental reality of direction: in any system, some workers are more than talented and motivated than others. Within a matrix construction, each project manager naturally volition want the best people in the company assigned to his or her project because the boss evaluates these managers based on how well their projects perform. Because the best people are a scarce resource, infighting and politics can easily flare up around which people are assigned to each project.

1 surface area where some degree of matrix management appears to exist successful is in health. Nearly larger Canadian provinces use a regional health model, with regions covering up to half of the province. Local employees, often physically quite remote from headquarters, receive professional management and orders from HQ health specialists such as the regional head nurse or the regional dental director, while receiving twenty-four hour period-to-day directions from a local operations director.

Organizations such every bit engineering and consulting firms that are functionally project oriented and require maximum flexibility for projects of limited duration are candidates for matrix management. Matrix structures are also used to organize research and development departments inside many large corporations. In each of these settings, the benefits of organizing around semi-autonomous teams are sufficient to outweigh the risks of doing so. Nonetheless, overall, given the risks and issues in matrix management, few organizations are practiced candidates for a matrix structure.

Figure 9.12: Within a matrix structure, you will have multiple bosses, which contradicts the rule of direct concatenation of control. [Prototype clarification]

Strategy at the Movies

Part Space

How much work can a man achieve with viii bosses breathing down his neck? For Peter Gibbons, an employee at information technology business firm Initech in the 1999 movie Part Space, the reply was zero. Initech's utilise of a matrix structure meant that each employee had multiple bosses, each representing a different aspect of Initech's business. High-tech firms often utilize matrix to gain the flexibility needed to manage multiple projects simultaneously. Successfully using a matrix structure requires excellent communication among various managers—however, excellence that Initech could non accomplish. When Gibbons forgot to put the advisable cover canvass on his TPS report, each of his eight bosses—and a parade of his coworkers—admonished him. This fiasco and others led to Gibbons to become contemptuous nearly his chore.

Simpler organizational structures tin be equally frustrating. Joanna, a waitress at nearby eating house Chotchkie'south, had merely ane manager—a stark contrast to Gibbons's eight bosses. Unfortunately, Joanna's manager had an unhealthy obsession with the "flair" (colorful buttons and pins) used past employees to enliven their uniforms. A series of mixed messages about the eating house's policy on flair led Joanna to emphatically proclaim—both verbally and nonverbally—her disdain for the director. She then quit her job and stormed out of the restaurant.

Office Space illustrates the importance of organizational design decisions to an system's culture and to employees' motivation levels. A matrix structure tin facilitate resource sharing and collaboration but may also create complicated working relationships and impose excessive stress on employees. Chotchkie's organizational structure involved simpler working relationships, just these relationships were strained beyond the breaking point by a manager's eccentricities. In a more general sense, Office Space shows that all organizational structures involve a series of merchandise-offs that must exist carefully managed.

Figure 9.13: Within a poorly organized house like Initech, just keeping possession of a treasured stapler is a claiming.

Boundaryless Organizations

Virtually organizational charts bear witness articulate divisions and boundaries betwixt unlike units. The value of a much dissimilar approach was highlighted by onetime GE CEO Jack Welch when he created the term . A boundaryless organization is ane that removes the usual barriers between parts of the organisation equally well every bit barriers between the system and others (Askenas et al., 1995). Eliminating all internal and external barriers is not possible, of course, but making progress toward being boundaryless can help an organization become more flexible and responsive.

1 example is W. 50. Gore, a maker of fabrics, medical implants, industrial sealants, filtration systems, and consumer products. This firm avoids organizational charts, management layers, and supervisors despite having approximately 9,000 employees across thirty countries. Rather than granting formal titles to certain people, leaders with Westward. L. Gore emerge based on performance and they concenter followers to their ideas over time. As one employee noted, "We vote with our feet. If you call a meeting, and people bear witness up, you're a leader (Hamel, 2007)."

Figure ix.14: The boundaryless approach to structure embraced by W.L. Gore drives the kind of creative thinking that led to their most famous production, GORE-TEX.

An analogy of how removing barriers tin can exist valuable has its roots in a very unfortunate outcome. During 2005's Hurricane Katrina, rescue efforts were hampered by a lack of coordination between responders from the National Guard (who are controlled past state governments) and those from agile-duty military machine units (who are controlled by federal authorities). According to one National Guard officeholder, "It was merely like a solid wall was between the two entities (Elliott, 2011)." Efforts were needlessly duplicated in some geographic areas while attention to other areas was delayed or inadequate. For example, poor coordination acquired the evacuation of thousands of people from the New Orleans Superdome to be delayed by a full twenty-four hours. The results were immense homo suffering and numerous fatalities.

Figure nine.xv: In 2005, boundaries between organizations hampered rescue efforts post-obit Hurricane Katrina.

Every bit Hurricane Sandy moved toward the U.Due south. East Declension near the stop of 2012, the Secretary of Defense and affected governors agreed to appoint dual status commanders who could direct federal and National Guard forces. These commanders are typically National Baby-sit officers who accept been trained to preserve the 2 split up bondage of command of federal and state forces, helping to coordinate troops and reduce redundancies. Nether the direction of these commanders, Guard personnel conducted impairment assessments and search-and-rescue missions, removed debris, delivered supplies and equipment, and supported evacuation shelters. The Defence Department likewise named active duty deputies to help supply dual status commanders with active duty troops if needed to deal with the furnishings of the hurricane. The coordinated attempt worked much more efficiently in assisting those in demand during and after the storm.

Reasons for Changing an Organization's Structure

Creating an organizational construction is not a one-time activity. Executives must revisit an arrangement's structure over time and brand changes to it if certain danger signs arise. For case, a structure might need to be adapted if decisions with the organization are existence made too slowly or if the organization is performing poorly.

In 2014, Walmart Canada confirmed that it laid off 750 employees beyond Canada to re-piece of work its management structure.  Co-ordinate to the visitor, after testing a new management structure in select stores, i,300 associates were promoted to more than senior roles and about 200 senior managers were added.

Procter and Gamble, the globe'southward largest consumer products manufacturer, announced in 2014 that it may sell off its iconic Ivory lather brand. A range of reports pegged Ivory's 2013 global revenues at $112 million, and its share of the U.S. bar soap market at 3.4 percent. Even though Ivory maintains a loftier profile, it has retreated significantly from its highs of past decades, and information technology may be considered an expendable laggard among the high-performance product mix that P&G'due south CEO wants to create. P&Yard is being trimmed to concentrate on the seventy to eighty brands that generate more than $100 million in gross annual revenues. Ivory is just to a higher place that cutline, and projections do not call for growth.

Sometimes structures become too complex and demand to be simplified. Many observers believe that this description fit Cisco Systems Inc., which designs, manufactures, and sells networking equipment. The company's CEO, John Chambers, has moved Cisco away from a hierarchical accent toward a focus on horizontal linkages. Equally of late 2009, Cisco had 4 types of such linkages. For any given project, a small squad of people reported to one of xl-seven boards. The boards averaged fourteen members each. Forty-three of these boards each reported to one of twelve councils. Each quango also averaged fourteen members. The councils reported to an operating committee consisting of Chambers and 15 other top executives. Four of the forty-7 boards bypassed the councils and reported directly to the operating committee. These arrangements are so complex and time consuming that some superlative executives spend 30 pct of their work hours serving on more than 10 of the boards, councils, and the operating committee.

Because it competes in fast-changing high-tech markets, Cisco needed to be able to make competitive moves rapidly. The house's complex structural arrangements are preventing this. In belatedly 2007, a competitor, Hewlett-Packard (HP), started promoting a warranty service that provides free support and upgrades within the computer network switches market. Because Cisco's response to this initiative had to work its way through multiple committees, the house did not take activeness until Apr 2009. During the delay, Cisco'southward share of the market dropped as customers embraced HP's warranty. This problem and others created by Cisco's overly circuitous construction were so severe that one columnist wondered aloud, "Has Cisco'south John Chambers lost his mind?" (Blodget, 2009). In the summer of 2011, Chambers reversed course and decided to render Cisco to a more traditional structure, while reducing the firm'due south workforce by nine percent. Time will tell whether these structural changes will boost Cisco's stock cost, which dipped to $18 in mid-2011, simply had rallied to the $24 range by 2014.

• Executives must select among the 4 types of structure (simple, functional, multidivisional, and matrix) bachelor to organize operations. Each structure has unique advantages, and the selection of structures involves a serial of trade-offs.

1. What type of structure best describes the organization of your college or academy? What led you to reach your conclusion?
2. The flick Office Space illustrates 2 types of structures. What are another scenes or themes from movies that provide examples or insights relevant to understanding organizational structure?

References

Askenas, R., Ulrich, D., Jick, T., & Kerr, Due south. (1995).The boundaryless system: Breaking down the chains of organizational structure. San Francisco, CA: Jossey-Bass.

Blodget, H. (2009, Baronial six). Has Cisco'south John Chambers lost his heed?Business Insider. Retrieved from http://world wide web.businessinsider.com/henry-blodget-has-ciscos-john- chambers-lost-his-mind-2009-eight

Cisco Systems Inc. (2014). Historic Price Lookup.  Retrieved from http://investor.cisco.com/stocklookup.cfm?NavSection=Investing

Elliott, D. (2011, July 3). New type of commander may avoid Katrina-like chaos.Today News.  Retrieved from http://www.today.com/id/43625625/ns/today-today_news/t/new-blazon-commander-may-avoid-katrina-like-anarchy/#.VAZ99GZzaUk

Ketchen, D. J., & Short, J. C. (2011). Separating fads from facts: Lessons from "the expert, the fad, and the ugly."Business Horizons,54, 17–22.

Hamel, Thousand. (2007, September 27). What Google, Whole Foods do best.CNNMoney. Retrieved from http://money.cnn.com/2007/09/26/news/companies/management_hamel. fortune/alphabetize.htm

Insinna, V.  (2012, Dec). Hurricane Sandy Puts New National Baby-sit Control Mechanism to Work. National Defence force Industrial Association.  Retrieved from:  http://www.nationaldefensemagazine.org/archive/2012/December/Pages/HurricaneSandyPutsNewNationalGuardCommandMechanismtoWork.aspx

Lamb, E.  (2014, Baronial xviii). Could P&G Sell Off Iconic Ivory Make? Sales take slid, no projected growth. Adweek.  Retrieved from http://world wide web.adweek.com/news/advertising-branding/could-pg-sell-iconic-ivory-make-159565

McMaster University.  (2008). Sustainability at McMaster. Retrieved from http://www.mcmaster.ca/sustainability/

The Canadian Press. (2014, May 26). Wal-Mart Canada confirms 750 layoffs. Retrieved from http://www.cbc.ca/news/business organization/wal-mart-canada-confirms-750-layoffs-ane.2654753

Academy of Saskatchewan.  (2014). Piece of work Dark-green is Getting Improve. Retrieved from http://facilities.usask.ca/sustainability/

Wikipedia Arrangement.  (2014). Magna International. Retrieved from http://en.wikipedia.org/wiki/Magna_International

Wikipedia Organisation.  (2014). Jim Pattison Group. Retrieved from http://en.wikipedia.org/wiki/Jim_Pattison_Group

Epitome description

Figure 9.vii image description: Simple Structure

Most minor businesses brainstorm with a simple structure where 1 person or a pocket-sized set of people share the tasks needed to accomplish the business firm's goals with relatively fiddling formalized sectionalisation of labor. We illustrate a number of businesses that normally rely upon a uncomplicated structure below.

• Need a few dollars to tide you over? Yous may desire to pawn your rare money drove. The pawn shops unproblematic structure will mean that the same person values your coins, decides how much coin y'all can borrow, and writes upwards your paperwork.
• Bait shop owners generally practise not dive deep into their pockets to pay for boosted personnel as many are possessor operated.
• At that place is flexibility in the direction of many yoga studios given the laid dorsum management style often embraced.
• The reality show Tattoo Nightmares illustrates how a tattoo parlour'southward elementary construction governs a colourful set of tattoo artists who create trunk art for their patrons.
• Instrument dealers may create cute music, merely they rarely create complex organizational structures.
• Architects frequently also act as marketers and accountants when drafting their pocket-size concern plans.
• When a dry cleaner is family owned as many are, all members of the family pitch in every bit needed to make clean clothing and wait on customers.
• "Bridezillas" are an occupational hazard for bridal shops, merely these shops are more often than not able to avoid the complexity associated with other organizational structures.

Render to Figure nine.seven

Figure nine.nine epitome description: Functional Structure

Functional structures rely on a division Of whereby groups Of people handle activities related to a specific function Of the overall business organisation. We illustrate functional Structures in action within ii types Of organizations that commonly utilise them.

• Grocery Store Functions
  • Grocery stockers often work at dark to make sure shelves Stay full during the day.
  • Pharmacists' specialized training allows them to command pay that can exceed $50 an hour.
  • Bakers wake upwardly early to give shoppers their daily bread.
  • Bagging groceries requires a friendly personality as well as knowing that eggs should not get on the lesser.
  • Folks that piece of work checkout aisles should be trusted to handle cash.
  • The cosmos of produce, deli, and butcher departments provides an efficient way to carve up a grocery store physically every bit well as functionally.
• Spa Function
  • Some spa employees manicure fingernails, a practice that is over four 1000 years quondam. Many also provide pedicures, a service whose popularity has nearly doubled in the past decade.
  • Compared to other spa functions, little grooming is required of a tanning bed operator—although the ability to tell time may help.
  • Almost anyone can buy a shotgun or parent a kid without any training, simply every land requires a license in order to cut hair.
  • Cucumber masks are usually practical past a skincare specialist Who has taken a professional training program.
  • The license required of massage therapists in many provinces ensures that spa visits terminate happily.

Render to Figure nine.nine

Figure nine.12 image clarification: Within a matrix structure, you will have multiple bosses, which contradicts the dominion of direct chain of control.

In that location are 3 branches under CEO: business analyst managing director who supervises business analysts, development manager who supervises developer, and quality assurance director who supervises tester. There are product managers for 3 different product, each product manager supervises a concern annotator, a developer and a tester. In this case, the business organization analysts, developers and testers have ii bosses.

Return to Figure 9.12

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