My ideal type of company to work for would be a matrix organization. I think it is beneficial to the company's productivity that departments communicate with each other and can transfer knowledge about the project with other departments. This would seem to make a company run more smoothly and effectively. I think to successfully run a project everyone must work together to ensure that production is carried out successfully. Matrix type also ensures everyones skills are maximized and there is not wasting of skills like in a project-based organization.

As an intern I noticed that the organization structure was Matrix. However, I noticed a pro and con about the structure. The consequence of having an Matrix organization is that people tend to ask everyone for an answer when an issue arises. Their's no direct path for communication as to who to ask. The positive aspect of the matrix organization is that everyone is willing to help each other and stay secret as it were. I notice people being able to help each other becomes departments didn’t see that they were superior one to another.

Even though I haven't involved in any types of organizations mentioned in this week's course, I have a preference to choose project-based organization as my ideal type of company to work for in the future. Here are my reasons. First of all, the work environment would be more agreeable since everyone don't have to put more energy on the possible disagreements on some small details instead of keep accomplishing tasks to keep up with the schedule. Secondly, there will be less management personnels that I need to report to or learn instructions from, this could be annoying and confusing sometime when you receive opposite orders from different managers, even sometimes the direct responsibility could go to you for not complying the command when something goes wrong.

I currently work as a manufacturing engineering co-op for a medical device company which is most like a functional organization. Each department has their own managers (Manufacturing, Quality, Purchasing, R&D) and they usually conduct work independently on projects concerning the responsibilities of their department. This can sometimes result in miscommunications and delays in completion of tasks since most activities in a company are interrelated anyway and require input from other departments. As a co-op though, my role is different as I am considered "technical support for the engineering staff". This means basically anyone from the main departments can come and ask me to complete a task for them. In this respect, my position is closer to a matrix structure. This is nice because I become more versatile and foster relationships with people from other departments, but sometimes I am faced with deadlines from my main boss and this manager from quality or R&D at the same time and it puts me in a bind.
I think I prefer this matrix structure though, as things go a lot more smoothly when you have open communication in the organization which leads to the creation of positive relationships and people learn to trust each other. Things go a lot quicker when you can talk an issue out with someone as opposed to an sending some email to someone you have never talked to before. They will be more likely to help if they know and respect you.

I work in a functional based organization where I work with only other quality engineers. We coordinate with each other on our own projects and will only reach out to other organizational groups when our projects overlap our when we need a favor and have to coordinate how we can help each other out. I think Functional organization is the best because it keeps a steady structure to the group. Although having different mind sets being part of the group can be helpful, too many conflicting mindsets that all think in their own unique way can cause conflict and can create a long time period of adjusting and compromise. When working in a functional group everyone has the same mindset and knows what the rest of the group is trying to accomplish so it is easier to help out other team members and to coordinate. When working in a functional group it allows the team members to become masters in what they are working on rather than trying to learn and work on new projects that other people are trying to quickly teach you.

I work in a functional based organization. I work for a specific department and my manager is the department supervisor. I haven't been a part of a project, but I work on tasks that is required within my department. If I had a choice I would like to work for a matrix type organization where I would be moved around based on projects. I like this type of organization because although it seems a little scrambled, talent is moved around throughout the organization. Each project would have new members (or some of the same) to allow new perspectives and talents to be utilized. The dynamic structure is what attracts me to this type of organization.

Previously I worked in a project-based organization. Although I was just an intern, I got to experience how the projects were worked out within the department. The projects I was involved in required numerous SMEs which at times was a little difficult because the team was spread out globally. However, the team knew how to work it out. Personally, I would like to work in a matrix type organization because people are able to be exposed to different environments, which helps them to become more flexible as well as get more experience. I am the type of person who likes to learn about everything which is why I feel more attracted to this type or organization.

Personally I believe I would rather be in a functional organization. I like clear cut positions and knowing how to advance. Interdepartmental coordination shouldn't be as much of a problem compared to the other types. I wouldn't want to be project-based because I don't like bad company cultures, and I wouldn't want to be in a matrix organization because having multiple bosses becomes an issue quickly. Detrimental cultures are really easy at alienating a person from a company. Bad cultures usually lead to resenting going to work, and active searching for a new job. Juggling multiple deadlines for different things and figuring out which boss you'd rather get stuff done for first is quite annoying. Unless you can get work done for both there will be some sort of negative outcome.

I prefer to work in a matrix organization, each individual medical division has a functional head, president. We have multiple projects based on many different product portfolios. its flexible to draw employees from different functional disciplines for assignment to a team without removing them from their respective positions. Also, it works inan efficient way of running a project. Moreover, to run a project successfully everyone must work together to ensure that production is carried out successfully. Also, this organization type makes it easier to understand different aspects of the companies products as we deal with manufacturing technology and contract manufacturers, packaging division, quality, regulatory, and R&D on a consistent bases.

I would like to work in a matrix organization because of the ease of transferring information between projects and departments. Though there may be scheduling conflicts and issues with any individual having multiple bosses to answer to, I think the benefits of a smooth transfer of knowledge outweigh any of the disadvantages of the matrix organization.

I would prefer matrix organization as you will get chance to get to know lot people and also because you can learn new stuff as you will be working with people from different departments. By being in matrix organization you can find out if other department interests you and can probably switch departments if have knowledge. Also because people more likely to share information in matrix organization then other organizations as mentioned in lecture.

I would like to work in matrix based organisation since in matrix based different people from the department are brought together depending on their requirements. The shared resources is a very major advantage in matrix based organisation. For me it would give me a chance to work with different people in departments and also the projects will be really diverse which I feel would help me in my career development

The organization that I work for would be considered a matrix organization. People are organized by department, and project teams are creating by taking one person from each department. This is useful because there are clear representatives of different functions in the project teams. For example, I am in the R&D department, and have one of the R&D roles in my project team (since it is a product development project, there are several R&D Engineers on the team). We also have one representative from Quality, Regulatory, Manufacturing, Marketing, and Clinical on our team. Our project manager is part of the PMO.

My current job utilizes a matrix organization. Our non-clinical departments (e.g. Marketing, Public Safety, Marketing, Finance) fit the functional scheme, and their leadership reports directly to the Dean/President. In addition, we have a trio of IT employees, certified as PMPs, who provide project management support for major projects that have an IT component. The clinical departments and research institutes, however, fit the project and matrix structure profiles, both entities have a chairman and director, respectively, but faculty members overlap, with several of them having a clinical department and affiliations with 1 or more research institutes. At our institution, research and grant initiatives surpass the clinical departments in priority,  since they represent extramural funding streams.

I prefer the matrix organization structure, because when implemented in the right way, it presents the best of the traditional functional structure and the project-based elements, especially with today's emphasis on interdisciplinary collaboration and team science.  My attitude is strongly influenced by my early career at academic medical centers where functional departments led to ultra competitive culture between departments.  Moreover,  our CEOs inspired by fear, rather than some great long-term vision.