I work currently in a matrix organization, where employees have dual reporting relationships – generally to both a functional manager and a product manager. Project Managers may or may not have a lot of power. Functional Heads may or may not have a lot of power. Projects are done by project teams, and everything depends on how strong the matrix is. Instead of choosing between lining up staff along functional, geographic or product lines, management has both. Staffers report to a functional manager who can help with skills and help prioritize and review work, and to a product line manager who sets direction on product offerings by the company. If I was not working in a matrix organization, I would still choose in work in one, because it has a lot of advantages. Resources can be used efficiently, since experts and equipment can be shared across projects. Products and projects are formally coordinated across functional departments. Information flows both across and up through the organization. Employees are in contact with many people, which helps with sharing of information and can speed the decision process. Staffers have to work autonomously and do some self-management between their competing bosses; this can enhance motivation and decision making in employees who enjoy it. No department or project silos. Also knowledge transfers well from project to another and between departments.