Function of managers
Managers of organizations are usually performing the functions of planning, organizing, staffing, leading other people, and controlling. The success or the failure of the organizations depends on the decisions that they make. As strategic planners, managers are endowed with the task of mapping out exactly the means of accomplishing certain objectives. For instance, if a company’s objective is to improve sales, the manager formulates the necessary steps for achieving that particular objective. These necessary steps, which are then mapped into a plan, may incorporate strategies for increasing advertising, inventory, and sales staff. After putting the plan in place, the manager then adheres to it, to achieve the objective of improving the sales of the organization.
The next managerial function is organizing the activities of the organization. When a plan is in place, a manager needs to organize his or her team about the established plan. Giving assignments as well as granting authority demonstrates a manager’s capability of organizing. Staffing is another managerial function. After a manager discovers an area in the company that requires more input of resources, he or she may develop a strategy of increasing the members of staff. This is done by recruiting, selecting, and developing the workforce. A manager in a large company usually carries out this duty with the support of the human resources department. A successful manager must strive not only to plan, organize, and staff his or her team to accomplish an objective, but also he or she must demonstrate maturity in leadership. Leading the organization incorporates elements of inspiring, communicating, guiding, managing conflicts, and maintaining the company’s culture. A manager’s next function is to control what is in place. This involves a constant analysis of outcomes against objectives. He or she then takes appropriate corrective actions to ensure that the plan is kept on track.
Matrix organization
Matrix organization involves the use of a multifunctional team structure, which enables the horizontal flow of authority, besides its normal (vertical) flow. The name of this structure is derived from its similarities to a table (matrix) in which each constituent is included in a row and column. This structure keeps at bay the ‘one individual, one boss’ regulation of most conventional organizations. This structure is mostly applied in the management of extensive projects or product development processes. It pools out workers from a wide range of disciplines for assignment to a team without taking them out of their respective places in the organization. These workers report daily about their progress to the project or product manager. The authority of the project manager flows sideways (horizontally) across the different boundaries of the departments. The employees also report about their progress to the leader of their department. The authority of the leader of the department flows downwards (vertically) within the department.
This structure is best applied in an organization composed of multiple departments, which share authoritative responsibilities. For instance, a sales force answerable to different departments of the company. A matrix organization is beneficial in that it gives a multiple command and control structure and upholds the quality of functional performance by streamlining the team structure. However, since this structure involves a more complex communication structure as well as a hierarchy, it can create a lot of confusion if not structured properly.