Reasonings are below
-- matrix structures are appropriate under three important conditions.
First, there must be outside pressures for a dual focus. That is, a matrix structure works best when there are many customers with unique demands on the one hand and strong requirements for technical sophistication on the other hand.
Second, a matrix organization is appropriate when the organization must process a large amount of information. Circumstances requiring such capacity are few and include the following: when external environmental demands change unpredictably and there is considerable uncertainty in decision making; when the organization produces a broad range of products or services, or offers those outputs to a large number of different markets, and there is considerable complexity in decision making: and when there is reciprocal interdependence among the tasks in the organization's technical core and there is considerable pressure on communication and coordination systems.
Third, and finally, there must be pressures for shared resources. When customer demands vary greatly and technological requirements are strict, valuable human and physical resources are likely to be scarce. The matrix works well under those conditions because in facilitates the sharing of scarce resources. If any of the foregoing conditions is not met, a matrix organization is likely to fail
First, there must be outside pressures for a dual focus. That is, a matrix structure works best when there are many customers with unique demands on the one hand and strong requirements for technical sophistication on the other hand.
Second, a matrix organization is appropriate when the organization must process a large amount of information. Circumstances requiring such capacity are few and include the following: when external environmental demands change unpredictably and there is considerable uncertainty in decision making; when the organization produces a broad range of products or services, or offers those outputs to a large number of different markets, and there is considerable complexity in decision making: and when there is reciprocal interdependence among the tasks in the organization's technical core and there is considerable pressure on communication and coordination systems.
Third, and finally, there must be pressures for shared resources. When customer demands vary greatly and technological requirements are strict, valuable human and physical resources are likely to be scarce. The matrix works well under those conditions because in facilitates the sharing of scarce resources. If any of the foregoing conditions is not met, a matrix organization is likely to fail
On Wed, Jan 25, 2012 at 11:40 PM, Ahmed Waqas <ahmedwaqasmughal@gmail.com> wrote:
plz send gdb sol of mgmt 628...us steel....wala
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