October Evening Program – Presented by William R. Daniels
Matrix Management: More Complicated and Wonderful Than We Thought
Cross functional communication has always been an
organizational necessity, and it has always been a problem. The fundamental issue is always, “How are we going to control the use of organizational resources?” It is no longer just a two-way conflict between concerns for product and concerns for technical quality. Because of globalization and increased competition, two new sub-structures have joined the fray: site management and customer management. It is a four-way matrix, and most organizations are not handling it well.
As usual, practical solutions have evolved from real world failures and successes. The observations have been collected from more than half a century. We have a pretty good definition of the key management practices that are required:
1. Goal setting
2. Structure as a system of synchronized management meetings
3. Work Preview Procedures
4. Decision making group-work
5. Empowerment of individual contributors
We are also beginning to understand the hidden cultural-assumptions that either support or prohibit the necessary behavior changes:
1. Progressive vs. defensive contentment
2. Interdependence vs. independence
3. Meritocracy vs. favoritism
4. Parallel vs. single-sequence processing
5. Conflict acceptance vs. conflict aversion
6. Disagree and commit vs. consensus and agreement
7. Emotional intelligence vs. emotional authenticity
8. Integrity vs. manipulation
When we see it come together, the organization sustains extraordinary efficiency and growth and has enormous competitive advantage. However, so few organizations are getting it rightundefinedonly 1 out of 5 in any industry or domain of public administration.
For those of us interested in Human Performance Technology, the frontier is the development of methodologies to transfer these new assumptions and behaviors to the current population of managers. Everything we know about training has a role to play. But we must acknowledge something special about management behavior: if a manager attempts to make the change alone, s/he will be severely punished. The new methods of behavior have to be adopted, consensually and simultaneously, by entire departments of managers. Such “organizational interventions” must precede the other methods we know of for individualized and classroom training.
About Our Speaker:
William R. Daniels, co-founder of American Consulting & Training, Inc., has been designing management and organizational development programs for 30 years. He has served as keynote speaker at numerous management conferences, as well as a presenter in supervisory, middle and senior management programs for several Fortune 100 companies. Bill is the 2005 Recipient of the Thomas F. Gilbert Distinguished Professional Achievement Award from the International Society for Performance Improvement. He also has been a member of the Board of Directors for the International Board of Standards for Training, Performance and Instruction. He holds a B.A. degree in philosophy and English literature, and an M.B.A. degree in finance.
Bill has written several books on effective management practices.
- Change-ABLE Organization: Managing for Speed and Flexibility (for All Levels of Management)
- Breakthrough for Productivity: Managing for Speed and Flexibility (for First Line Managers)
- Group Power I: A Manager’s Guide to Leading Task Forces
- Group Power II: A Manager’s Guide to Leading Regular Management Meetings