Matrix Organization

MATRIX ORGANIZATION 4

In a matrix organization, employees are bound to report to twodifferent supervisors or managers. Employees report to the departmentmanagers such as the manager in the engineering department or thefinance department. This supervisor’s authority runs verticallywithin the department alone. The employees are also required toreport to the project manager or the supervisor. This is a managerwhose authority runs across horizontally to the various departmentssuch as finance, human resource or engineering (Marquis &amp Huston,2012). Employees from various departments are required to report tothis manager. This is a structure that allows managers and orsupervisors to focus solely in their areas of specification.

The matrix structure has various positive and negative effects onleadership. The structure leads to democratic leadership. It isevident that the structure allows the flow of information from theemployees to the managers and therefore the managers are able to makedecisions with the input of the employees (Marquis &amp Huston,2012). This leads to employee satisfaction and hence motivation. Thestructure also allows managers to focus on their specific areas wherethey have specialization. Functional managers are left to deal withissues of hiring, training and firing. On the other hand, the projectsupervisors are left to deal with the achievement of the projectgoals.

However, matrix structure has some negative effects on leadership.The aspect of employees report to different managers may lead toconfusion. The structure bring an aspect of ambiguity in leadership.The flow of information may also be confusing when the differentmanagers give different information to the employees regarding thesame issue (Marquis &amp Huston, 2012). The matrix structure in anorganization can lead to power struggles where different managersbelieve that they have immense power to control and instruct theemployees.

The matrix structure has effects on the nursing organization. Thestructure requires the practitioners to develop effective methods ofcommunication. There must be flow of information between the managersand the physicians. The structure ensures that there is clear line ofcommunication between the various departments (Thomas et al., 2009).Employees are also aware of the people to report when they have anissue.

References

Thomas, C. M., Bertram, E., &amp Johnson, D. (2009). The SBARcommunication technique: Teaching nursing students professionalcommunication skills. Nurse Educator, 34(4), 176–180.

Marquis, B. L., &amp Huston, C. J. (2012). Leadership roles andmanagement functions in nursing: Theory and application (LaureateEducation, Inc., custom ed.). Philadelphia, PA: Lippincott, Williams&amp Wilkins