The simple definition of a matrix organisation structure is where people report formally to (or at least very heavily interact with) more than one manager or key stakeholder. These reporting lines can take the form of what is known as a solid line or a dotted line relationship, the weight of the line representing the level of power and influence of the different managers or stakeholders.
From this simple description it becomes clear that conflicting priorities and competing authorities pose a real threat to harmonious working if not properly managed. This workshop will support best practice when working in such a matrix structure.
By the end of the programme, participants will:
- Apply best practice approaches to working within a matrix structure clear on the benefits it brings but mindful of the limitations it may have
- Maximise dotted line reporting relationships within the matrix structure to ensure people deliver their tasks and objectives
- Balance your needs with those of other competing stakeholders within the matrix
- Understand how the management style that is effective in a dotted line relationship is different to that in a solid line relationship
- Build trust across the matrix with all the people you are linked to both directly and indirectly
- Ensure that how you work is effective for the matrix you are in
