Time management matrix

Discuss the elements of a time management matrix. Explain the important of this matrix. Discuss the problem of not speaking the language of the organization. 

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. 

Effect of management decision is emulated adopting a stochastic binary matrix R, named reset matrix, which operates directly on the state probability vector in the fhllness of time. This matrix is used to force diagonal transitions in Fig. 5 to occur instantaneously. Reset matrix R is formulated setting, for every i and k, the element r, to 1 if transition from state i to state k is one of those forced by the management actions, and setting rn to 0 otherwise. 

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. 

When R D supplies some of the Project Managers to the matrix there is one point that needs to be watched. It is important, if it is intended that these people should come back into R D, that they do not stay too long in this role. If the time out of R D is lengthy, technical obsolescence is a danger for the individual involved. 

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. 

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