Matrix management was introduced in the 1970s in the context of competition from Japanese manufacturers, computerization of many technical and administrative tasks, and a recognition among business leaders that cross-functional teams (comprised of people from different departments and specialties) were necessary to create and produce complex products rapidly. Ideally, this approach, in which people are assigned to projects, rather than department managers, encourages collaboration, flexibility, and knowledge sharing, but in reality, it can often cause confusion, friction, and excessive...
Matrix management was introduced in the 1970s in the context of competition from Japanese manufacturers, computerization of many technical and admi...
In today's stressful work environment, organizations can be crippled not only by product failures or dramatic market shifts but by internal demons. Typical symptoms of corporate dis-ease include distrust, lack of communication, territoriality, and other negative qualities that fester below the surface and ultimately sap the organization's vitality. But according to these experts in organizational dynamics, it doesn't have to be that way. In truly strong organizations, employees experience joy in performing their tasks and give their utmost to add value and help achieve organizational...
In today's stressful work environment, organizations can be crippled not only by product failures or dramatic market shifts but by internal demons....
