I would like to start by saying that any corporate organizational structure depends on the product line and the industry in which the company operates. The companies belong to the continuum of either the functional or project organizations.
Functional companies are organized around different technological processes. The top management of such organizations is responsible for the resource allocation, with the responsibility for the final output is not being tied to one single person. The use of rules and procedures, instructions, details and organizational traditions among the company’s management and workers is vital for the company’s functioning. The products belong to the high level of specialized knowledge which is created in this organizational structure (Matteson, 53). Light weight matrix organizations are functional and specialized. The product manager is usually added to this structure to coordinate the product creation and to serve as a liaison for the management-workers-customers. This new key person is used for collecting information, conflict resolution, and project objectives achievement. Product managers have less status and influence than functional managers, namely because they do not directly contact workers (Hersey, 88). Heavy weight matrix organizations possess dominant project structure and minor functional departments. The company’s product manager than possesses greater reasonability while the manufacturing, and marketing concepts are present in this organization (Berger, 144). Project organizations are located on the other end of the spectrum and have the following features: teams and projects. The project workers share the same location and concentrate on the same projects. The professional workers, on the other hand are supposed to have broader tasks and associated skills and responsibilities. In the project organizations the functional managers are responsible for the human resource development and technological...
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