MGT 172 Chapter Notes - Chapter 3: Matrix Management, Project Manager, Organizational Culture

• School: UCSD
• Department: Rady School of Management
• Course: MGT 172
• Professor: Kathleen Hedges

Document Summary

Different segments of the project are delegated to the respective functional units. Used when one functional area plays a dominant role in completing the project. Lack of focus: some units might have to wait for another to finish before starting their own work. Poor integration: people only concerned with their own segment of the project. Operate as separate units from rest of parent org. Full-time project manager designated to pull together a core group of specialists who work full time on the project. Projects are the dominant form of business (construction or consulting) Fast: people devote full attention to project. Cohesive: high level of motivation bc participants share common goal and personal responsibility. Cross-functional integration: specialists from different areas work together. Expensive: have to create new management position and resources are assigned on full-time basis. Internal strife: conflict between team and remainder of the org because of divisiveness. Limited technological expertise: limited to experience of the specialists.