The aim of the research was to investigate the factors that should be taken into account when adopting a matrix organizational management structure in state-owned enterprises. This research also examined whether the use of a project matrix management organizational structure promotes successful project completion or delays the project.
INTRODUCTION AND PROBLEM DESCRIPTION
INTRODUCTION
- BACKGROUND TO THE RESEARCH PROBLEM
- INTRODUCTION
- OVERVIEW OF THE MATRIX ORGANISATION MANAGEMENT STRUCTURE
- PROBLEM STATEMENT
- RESEARCH QUESTION
- RESEARCH OBJECTIVES
- RESEARCH PROPOSITION
- AIM OF THE RESEARCH PROJECT
- RESEARCH DESIGN AND METHODOLOGY
- LIMITATIONS
- STRUCTURE OF THE RESEARCH REPORT
To identify the enablers to the implementation of the matrix management organization structure by functional and project managers. To identify the obstacles to the implementation of the matrix management organization structure by functional and project managers.
LITERATURE REVIEW
INTRODUCTION
- INTRODUCTION OF MATRIX MANAGEMENT ORGANISATION STRUCTURES TO ORGANISATIONS
- MATRIX MANAGEMENT ORGANISATION STRUCTURES AND PUBLIC ORGANISATIONS
- WHY DO WE USE MATRIX MANAGEMENT ORGANISATION STRUCTURES/WHAT INFLUENCES THE ORGANISATIONS TO USE THE MATRIX MANAGEMENT ORGANISATION STRUCTURE?
- WHAT ARE THE ADVANTAGES/BENEFITS/ENABLERS OF USING MATRIX MANAGEMENT ORGANISATION STRUCTURE?
- WHAT ARE THE DISADVANTAGES/CHALLENGES/BARRIERS ASSOSCIATED WITH MATRIX MANAGEMENT ORGANISATION STRUCTURE?
- WHAT ARE THE ROLES OF FUNCTIONAL MANAGERS VERSUS THE PROJECT MANAGERS IN A MATRIX MANAGEMENT ORGANISATION STRUCTURE?
- THE MATRIX MANAGEMENT ORGANISATION STRUCTURE AND PERFORMANCE/HOW CAN WE MAKE THE MATRIX MANAGEMENT ORGANISATION STRUCTURE WORK
- CONCLUSION
According to Gos (2015) "the matrix organization and the use of cross-functional teams is one of the answers to an increasingly competitive environment and the development of modern tools for. Stuckenbruck (1988) proclaims that "the project manager in the matrix usually does not have strong authority, therefore, considerable negotiation is necessary.
RESEARCH DESIGN AND METHODOLOGY
INTRODUCTION
- RESEARCH OVERVIEW 1. RESEARCH PURPOSE
- RESEARCH PARAGIDM
- RESEARCH PHILOSOPHY
- RESEARCH DESIGN
- DATA COLLECTION
- RESEARCH INSTRUMENT/TOOL
- SURVEY QUESTIONNAIRE
- INTERVIEW QUESTIONNAIRE
- RESEARCH INSTRUMENT VALIDATION
- DATA ANALYSIS TECHNIQUE
- RESEARCH LIMITATIONS
- ETHICAL CONSIDERATIONS
- RESEARCH METHODOLOGY SUMMARY
- CONCLUSION
According to Seale (1999), the research philosophy is related to the development of knowledge and the nature of that knowledge. It is an expression of the researcher's basic philosophical beliefs (epistemology) and understanding of the research to be undertaken. The third section C assessed the perception of the participants regarding project matrix management organizational structures.
Following the completion of the pilot study, some adjustments and updates to the research tool were made.
RESEARCH FINDINGS
INTRODUCTION
- THE DESCRIPTION OF THE CASE
- DEMOGRAPHICS
- SURVEY QUESTIONNAIRES I. NUMBER OF RESPONDENTS
The environment in which the researcher works is an operational area and the functional resources used for the projects always prioritize the operational work over projects. This has an influence on the projects undertaken under the project matrix management organization structure and the purpose of this research is to check the extent of the impact and whether the continued use of this structure is beneficial to the project environment. The representation of the department's participation and the number of respondents per department is shown on figure 3 below.
Figure 4 below shows the number of years of experience and the number of respondents per department in the organization within a given category.
TYPE OF STRUCTURE USED BY ORGANISATION
Figure 4 below shows the number of years of experience and the number of respondents per.
NO OF YEARS EXPERIENCE AND DEPARTMENT
CHOICE OF STRUCTURE PER DEPARTMENT
TYPE OF STRUCTURE USED BY THE ORGANISATION
The respondent's response to the type of structure used by the organization was further analyzed in terms of their choices and which department they come from. In the Infrastructure department, 10% of the 10 participants opted for the project-based structure, 50% for the matrix management organizational structure and 40% for the functional structure. In the SHERQ department, 17% of the 6 participants opted for the project-based structure, 50% for the matrix management organizational structure and 33% for the functional structure.
For the Finance department, out of the 4 participants, 25% chose the project-based structure, 25% the matrix management organization structure and 50% the functional structure.
CHOICE OF STRUCTURE PER DEPARTMENT
THEME 1 – ENABLERS TO THE IMPLEMENTATION OF THE MATRIX MANAGEMENT ORGANISATION STRUCTURE BY FUNCTIONAL AND PROJECT MANAGERS
The respondents were asked to select the enablers who contributed to the use of the matrix management organizational structure with which they agreed or disagreed, according to their experience of working with projects using the project matrix management organizational structure in the organization. They were also requested to list any other enablers who were aware of what was not mentioned. Figure 7 below shows the respondents' responses regarding the enablers they associate with the use of project matrix management organization structure.
ENABLERS OF USING MATRIX STRUCTURE
- MANAGING COMPLEXITY
- RESOURCE EFFICIENCY
- COMMUNICATION EFFECTIVENESS
- BALANCE OF POWER
- MOTIVATION AND JOB SATISFACTION
- OUTPUT QUALITY
- THEME 2: BARRIERS TO THE IMPLEMENTATION OF THE MATRIX MANAGEMENT ORGANISATION STRUCTURE BY FUNCTIONAL AND PROJECT MANAGERS
Four of the respondents agreed that the matrix management organizational structure helps with communication effectiveness. All five of the respondents disagreed that the balance of power is an enabler of the matrix management organizational structure. Two respondents agreed that output quality is an enabler of the matrix management organizational structure.
Two respondents disagreed that output quality is an enabler for the matrix management organization structure.
BARRIERS OF MATRIX STRUCTURE
- AMBIGUOUS AUTHORITY AND DUAL REPORTING
- DECISION MAKING DELAYS
- LEVEL OF CONFLICTS
- UNCLEAR ROLES AND RESPONSIBILITIES
- MISALIGNED GOALS
- SILO FOCUSED EMPLOYEES
- INCREASE IN OVERHEAD MANAGEMENT COSTS
- THEME 3: THE ROLE OF THE FUNCTIONAL MANAGER IN A MATRIX MANAGEMENT ORGANISATION STRUCTURE
All five of the respondents agreed that delays in decision making are a barrier to the matrix management organization structure. All five of the respondents agreed that wrong goals are a hindrance to the matrix management organization structure. Four of the respondents agreed that silo-focused employees are a barrier to the matrix management organization structure.
Four of the respondents agreed that increase in overhead management costs is a barrier to the matrix management organization structure.
ROLES OF FUNCTIONAL MANAGERS
- PROVIDE SUBJECT MATTER EXPERTISE
- MANAGE ACTIVITIES WITHIN THEIR FUNCTIONAL AREAS
- RECOMMEND CHANGES TO THE PROJECT, INCLUDING CORRECTIVE ACTIONS
- ASSIST WITH PROBLEMS RELATED TO TEAM MEMBER PERFORMANCE
- ASSIGN SPECIFIC INDIVIDUALS TO THE TEAM, AND NEGOTIATE WITH THE PROJECT MANAGER REGARDING RESOURCES
- THEME 4: PROJECT PERFORMANCE IN TERMS OF COST AND SCHEDULE FOR MATRIX MANAGEMENT ORGANISATION STRUCTURE PROJECTS
- MATRIX MANAGEMENT ORGANISATION STRUCTURE AND COST PERFORMANCE OF PROJECTS
Four of the respondents disagreed that recommending project changes, including corrective actions, is not a role that should be performed by a functional manager in a matrix management organizational structure. One of the respondents agreed that recommending project changes, including corrective actions, is not a role that should be performed by a functional manager in a matrix management organizational structure. Four of the respondents agreed that assigning specific individuals to the team and negotiating with the project manager about resources is a role that should be performed by a functional manager in a matrix management organizational structure.
One respondent disagreed that assigning certain individuals to the team and negotiating with the project manager about resources was a role that a functional manager should perform in a matrix management organizational structure.
PROJECTS COST IMPLICATIONS
The respondents were asked if the projects they worked on under the project matrix management organization structure had any cost implications. The respondents were requested to advise, according to their experience of working with projects through the matrix management organization structure, whether the use of the structure has an impact on the cost performance of the project. On the project structure, there is a complete management of resources that includes resource leveling and allocation.
You know when and how the project resources will be used, as opposed to the functional resources.
TYPE OF COST IMPLICATIONS
MATRIX MANAGEMENT ORGANISATION STRUCTURE AND SCHEDULE PERFORMANCE OF PROJECTS
Respondents were asked if the projects they have worked on under the project matrix management organization structure have had any schedule implications. 74% of respondents indicated that the projects they worked on had schedule implications and 24% had no schedule implications. A follow-up question was to understand the type of schedule implications that the respondents experienced in their projects.
PROJECTS SCHEDULE IMPLICATIONS
Respondents were asked to advise based on their experience working with projects using the matrix management organizational structure, whether the use of the structure has an impact on the performance of the project plan. These delays are also affecting the schedule." (Rez1) “FM staff may be forced to stop projects for a while to participate in operations. While the resource is busy with a task, they must stop the function within a project and participate in operations, for example, for two weeks at a time." (Rez2) "The structure has an impact on the project schedule based on the approval processes that projects must go through including the control of funds.” (Rez3) “Resource constraints contribute to schedule impact.
The impact on the project schedule can be minimized by adding another resource that pushes up costs.” (Residue 4).
SCHEDULE IMPLICATIONS
THEME 5: PROJECT ISSUES OR CHALLENGES OF PROJECTS USING MATRIX MANAGEMENT ORGANISATION STRUCTURE
Respondents were asked to select the project problems or challenges that they experienced on the projects using project matrix management organization structure. Figure 14 below shows the respondent's responses regarding the project problems or challenges in a project matrix management structure.
PROJECT ISSUES OR CHALLENGES OF PROJECTS USING MATRIX STRUCTURE
LACK OF DECISION MAKING
Project sponsors do not know their role and do not know what to do, leading to a lack of decision-making. The various forums (project meetings and statutory meetings) do not talk to each other, the structuring is not correct.” (Res2) “The biggest problem is project approval, because the process takes a long time.” (Res03) “Another challenge is the lack of understanding of the structure and how it works. Simple or simple projects can be done without using the structure. The more complex the projects, the more complex the structure can be.
Biggest issue, since stakeholders and sponsors are usually not involved in the project and when the decision-making has to take place, it becomes an issue." (Res3)” It contributes to others.
PROJECT SCOPE CREEP
POOR PROJECT CHANGE MANAGEMENT
CONCLUSION
The findings are grouped into themes discussed and linked to the literature review conducted for this study. The following chapter discusses the analysis and results of the obtained data and summarizes the study results and interpretations based on the research questions of this study, as well as the recommendations for future research.
DISCUSSION OF FINDINGS
- INTRODUCTION
- RESEARCH OBJECTIVES REVISITED
- THE RESEARCH QUESTION
- RESEARCH PROPOSITION
- SUMMARY AND FUTURE RECOMMENDATIONS
Respondents agreed that the factors that enable the implementation of a project matrix management organizational structure are complexity management, resource efficiency, communication efficiency and quality of results. UNDERSTANDING THE ROLE OF THE FUNCTIONAL MANAGER IN THE MATRIX ORGANIZATIONAL STRUCTURE OF MANAGEMENT ORGANIZATIONAL STRUCTURE. The implementation of the project matrix management organizational structure enables management of complexity, resource efficiency, communication efficiency and output quality.
PERCEPTION OF MATRIX MANAGEMENT ORGANIZATION STRUCTURE ON PROJECT PERFORMANCE - IN A STATE ENTERPRISE.
INFORMATION SHEET AND PARTICIPANT CONSENT FORM
THE PERCEPTION OF THE MATRIX MANAGEMENT ORGANISATION STRUCTURE ON PROJECT PERFORMANCE - IN A STATE-OWNED ENTERPRISE
If you choose to participate but wish to withdraw at any time, you will be free to do so without negative consequences. Anonymization techniques will be used to ensure the confidentiality of participants; however, anonymity cannot be guaranteed. The data collected will be used in the study and the findings/feedback after the study is completed will be shared with the participants upon request and the organization.
There will be no direct benefits to the participants, however, this information may assist the organization in improving project management practices if the organization decides to follow the findings of this study.
SURVEY QUESTIONNAIRE
SECTION A: DEMOGRAPHIC DATA
Most respondents agreed with the following disadvantages of using matrix project management organizational structures; can you please advise if you agree. Most respondents disagreed with the following disadvantages of using matrix project management organizational structures; can you please advise if you agree. Most respondents agreed with the following roles of functional/departmental managers in the matrix management organizational structure; can you please advise if you agree.
The majority of respondents disagreed with the following roles of functional/departmental managers in a matrix management organizational structure; can you please tell me if you agree.
