Modern businesses often employ a matrix structure – in part at least. This approach is often employed in such areas as project work where a pool of staff working to a department manager are also part of project teams and report to project leaders. The model is also highly relevant in geographically diverse global organizations, where managers may have a functional reporting line into Head Office and an operational reporting line within their geographical region.
Matrix management encourages cross-departmental working and knowledge sharing, while also allowing for technical specialisation. However, it can also create problems around conflicting loyalties and policy differences.
The complexity around functional vs. operational/project management gives managers real challenges to face. If they are not managed properly, staff may be unsure of their reporting line, unable to focus effectively and run into conflict over approach and policy.
This course will show you positive ways to address issues of matrix team management and equip you with practical tools to define the leadership/management responsibilities you have. The course will use a mix of theory; case study examples and practical exercises that help delegates address the challenges facing them.