Matrix functional manager

Each process owner requires a defined level of decision authority. This authority level delineates the bounds of decision making granted by the organization to the process owner. Business needs and risk assessment must be incorporated into the design of the decision authority granted to a process owner. Table 6 is an example of a decision authority matrix design for a process owner. It requires cross-functional management support to be effective. 

A common solution to accomodate the needs of development projects is the creation of a matrix management structure. In a matrix organization a project manager is appointed, who reports directly to the higher management and, as far as it concerns the project, is usually on an equal level with the functional managers who control the resources. The authority of the project manager reaches across the functional departments. 

CAMSEQ/M was developed around a Tektronix 4051 Microcomputer Graphics System. The hardware required includes the basic 4051 microcomputer with a minimum of 16k bytes of memory (32k is recommended), a "joystick" graphical input device, and a matrix function package (in a read-only memory firmware pack). A vastly more versatile system requires the addition of a file manager/ disk system. In order to communicate with the NIH-EPA-CIS or another "host" computer, a communications interface is necessary. The total hardware cost is approximately 17,000. Table II outlines the required hardware. The 4051 utilizes a direct view storage display which does not employ a selective erase feature. Therefore, it is necessary to replot the screen frequently in order to remove unwanted information. This handicap is the price one must pay for low cost, but quite sophisticated computer graphics features, and does not pose any major problems in CAMSEQ/M. 

Most contract research organizations and pharmaceutical companies are organized in a matrix management structure. This structure is called a matrix because there are project teams that span various functional departments. It may help to visualize the relationship like this ... 

Within firms, the hybrid or matrix concept has become increasingly fashionable in pharmaceutical companies. Project teams are created that comprise membership from departments with specific technical, organizational, and management expertise. Such teams form and dissolve as the need arises. In principle, advantages of the matrix structure include cross-disciplinary enrichment of the team s activities and crossfertilization of expertise. Disadvantages of the matrix system include a relative lack of professional development for specific technical expertise for each team member, the potential for cross-departmental rivalry, and competition for each team member s time based on the needs of the interdisciplinary project versus those of his/her technical "home" department (Verona and Ravasi 2003). These multi-functional teams have the potential to increase bureaucracy and delay innovation. At least on a small scale, it may be better to solve a problem with two people rather than with ten. 

Over the last 20 years the reliability of data produced by analytical laboratories has increased dramatically. Strict requirements have ensured that the data were produced under defined standards of quality with a stated level of confidence. The routine day-to-day activities (e.g., matrix fortifications) to control, assess, and ensure the quality of generated data are the quality controls associated with analytical processes. The management of the system that ensures that these processes are in place and functional is the quality assurance portion of the laboratory program to produce reliable data. 

Use a matrix in the time management of cross-functional projects. 

Matrix management is very effective in the time management of cross-functional projects involving the introduction of new products, processes or plants. However, it is of little value in those programmes that are heavily biased to one function, or have an extended time frame with an uncertain endpoint, typical of the more speculative R D programmes. 

The matrix system is commonly used internally within R D Groups, especially when research is product orientated and multi-disciplinary. This will be covered in Section B, 1.2.1. Most companies use matrix management for major projects, whether these be internal, e.g. the construction of a plant or facility, or have an external end point, e.g. the delivery of a product or service to the market. The specific use of empowered multi-disciplinary or cross functional teams working in a matrix, applied specifically to the reduction in the lead time for delivering projects, will be considered again in Section D. 

Project organisation within a matrix allows entrepreneurial activity to flourish, providing opportunities for project managers to prove their capacity to lead teams effectively. Functional departments remain necessary as they provide the home of technological and scientific competencies and the nursery for fledgling projects. 

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