The model that I prefer of the three is the matrix organizational structure. A pro of this structure is that it’s not permanent. The matrix structure also allows for efficiency in projects, sharing resources between departments, and personnel change. A significant issue with the matrix is the overlap of bosses, which could confuse team members. Prioritizing projects can be an issue if one believes their project is more important than the other, making the organizational structure more challenging.
The pro of the functional organizational structure is the overall management of the team by one individual. This model assigns people to their specific role and has a chain of command of information deliverance. This model can cause competition between individuals and teams, which can taint a project. It can also limit innovation and slow production as teams are not communicating with one another. The pro of a projectized rotational structure is direct governance of authority. There are no questions as to who’s the boss. This model is less confusing and allows for departmental success with teams being focused on the same goal. Since the unit is goal-oriented, the communication with the isolated team is usually excellent. However, this can cause a dilemma with teams feeling disposable once the project is over. A projectized model can fail to do to leaders having overbearing authority, which creates stressful environments.
Functional, project-based, and matrix are the three types of organizations. There are pros and cons to all three organizations, I'll specify 2 of each: Functional pros: easy to coordinate within the department, and advancement positions are clear cut; cons: they form silos of information and culture; they do not share information and decisions are made by one person. Project-based pros: No silos and projects tend to run well after teams adjust to each other; cons: at times project teams can form toxic cultures and it's highly likely that duplicate resources exist for example there are 10 people on a team who are doing the work that 5 people can do. Matrix pros: good management and knowledge transfer well from project to project; cons: everyone has 2 bosses and project and department schedules can conflict. It is important to note I did "not" list all of the advantages and disadvantages, just two per organization. I personally chose matrix organization because it slightly replicates the U.S. government system's checks and balances regarding the legislative and executive branches. I like the matrix because it provides a chain of command which at the end of the day when dealing with various personalities the chain of command minimizes unnecessary misunderstandings while handling situations at the lowest level possible. Also, I appreciate the matrix organizational structure because compartmental knowledge of projects transfers accurately from project to project that is a great advantage. At the end of the day, each organization provides pros and cons, it's about leadership and how clearly and articulately projects and product life cycles can be completed within the organization successfully.
The pros and cons of each functional group are as follows:
Functional organization advantages include having the managers hold power when making major decisions, a direct line for communication within the silos, and a defined position for those in the solid who want to advance. Each silo is specialized, so there is no confusion on the information being shared within it. Unfortunately, that is a disadvantage when it comes to sharing information outside of the silos. The information is so specialized that it is difficult to understand if you don't work within that project. Also, the silos work on different timetables, so coordination between them is difficult.
Project organization advantages are the lack of silos of information. Each team has a person for every portion of the project (marketing, research, sales), and culture is formed within the team. This culture can be beneficial at times, along with the knowledge transfer between projects. A disadvantage is a toxic culture forming within the team. The project may not get done on time, or leadership may be lacking within the team, and they are stuck with each other. Again, there is limited knowledge transfer between teams if there is a call for collaboration.
If I had to choose an environment to work in, it would be the Matrix organization. Some other clear advantages would be the freedom to arrange a team for the project from staff in different silos. The team can be rearranged if it didn't work out in one project, and knowledge transfer can be carried by the Project Manager and carried over to new projects. The obvious disadvantage would be keeping up with different schedules for different projects-one for the Project manager and one for the Function manager. Another disadvantage may be the constant rearranging of teams for projects and adjusting to a new culture for every project. I, however, am not a big fan of routine, so this would be a refreshing work environment.
