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Key managerial competencies in a matrix organization

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Key managerial competencies in a matrix organization

Key managerial competencies in a matrix organization

A new organization has been decided for “My company”. New vertical operational directions are waived with functional transversal directions.

Because of this, new ways of working together are required, as information is now shared differently. Matrix organizations are subject to many debates, and are integrating two ideas:

  1. The military efficiency of operational / hierarchical structure
  2. The expertise of functional organization.

Crossing these two types of organizations for project management or market segmentations requires the best usage of people resources.

As H Mintzberg* stated: «A structure is the sum of means used to devise work in distinct tasks and to insure necessary coordination between these tasks». We understand that an efficient matrix organization needs a good coordination and a true cooperation.

This kind of organization helps to move from «silo» type of organization, where everyone is master in one own’s house and where each territory is clearly defined, to a different organization where projects, collaboration and coordinations are the key elements.

Such a radical change implies new ways of working and of personal organization. New talents, competences and new resources are required.

2 important competencies are required:

  • Be a team-player, cooperate
  • Time management

Others will be needed:

  • Negotiation
  • Persuasion
  • Conflict management
  • Listening

* Professor Henry Mintzberg, OC, OQ, FRSC (born in Montreal, September 2, 1939) is an internationally renowned academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, Canada, where he has been teaching since 1968.

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