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  • One-Day Workshop: All Crossed-Up in Cross-Functional Relationships: Learning Matrix Management Skills

One-Day Workshop: All Crossed-Up in Cross-Functional Relationships: Learning Matrix Management Skills

  • 14 Oct 2011
  • 8:30 AM - 4:00 PM
  • UNC Charlotte - College of Education Building - Room 102


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October Workshop – Presented by William R. Daniels

All Crossed-Up in Cross-Functional Relationships: Learning Matrix Management Skills

Session Description:

Organizations have recognized the need for better cooperation between their functional divisions; i.e., between groupings of technical specialists and attempted to address the problem with “matrix management.” The common perception of matrix management is that it sets up an organization of project managers to push the development of products across the functional divisions of the organization. The question always comes down to, “Who controls the moneyundefinedthe product managers or the functional divisions?”

Sixty years of warfare between the functional and product managers has not successfully answered the question. Organizational performance continues to suffer.

Furthermore, the problem has gotten more complicated. Because of globalization and increased competition, site management and customer management have joined what is now a 4-way conflict between concerns for product and concerns for technical quality. Matrix management is now a struggle for resources involving four equally important management structures:

1.    The departments of technology

2.    The product development organization

3.    The global site management organization

4.    The sales and customer service organization

To manage in such highly complex structures, the key concepts you have to learn are more like the basic assumptions of organizational culture:

·         Seek common goals and align your priorities.

·         Share resources.

·         Accept overwhelming complexity.

·         Know what you know and also what you do not know.

·         Stop trying to be the master of the universe and accept interdependence.

·         Be as transparent and trustworthy as you know how to be.

·         Keep deciding, noticing the feedback, and decide again.

·         Express your frustrations through problem solving.

Managing in a highly matrixed organization cannot be taught simply as a set of concepts. The concepts must be expressed as appropriate behaviors required for participation in group work. In fact, the only way to even think about a four-way matrixed organization is to think of it as a system of meetings. The organization design comes down to getting the right people to talk to each other about the right things at the right time. It is the sort of learning objective that is perfect for the application of a simulationundefinedbut not a computer simulationundefinedan action-learning simulation!

During this workshop participants will experience this simulation in use for transferring these underlying assumptions and key management practices.

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

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