...The SPACE matrix is a management tool used to analyze a company. It is used to determine what type of a strategy a company should undertake. The Strategic Position & ACtion Evaluation matrix or short a SPACE matrix is a strategic management tool that focuses on strategy formulation especially as related to the competitive position of an organization. The SPACE matrix can be used as a basis for other analyses, such as the SWOT analysis, BCG matrix model, industry analysis, or assessing strategic alternatives (IE matrix). What is the SPACE matrix strategic management method? To explain how the SPACE matrix works, it is best to reverse-engineer it. First, let's take a look at what the outcome of a SPACE matrix analysis can be, take a look at the picture below. The SPACE matrix is broken down to four quadrants where each quadrant suggests a different type or a nature of a strategy: Aggressive Conservative Defensive Competitive This is what a completed SPACE matrix looks like: SPACE matrix strategic management tool example This particular SPACE matrix tells us that our company should pursue an aggressive strategy. Our company has a strong competitive position it the market with rapid growth. It needs to use its internal strengths to develop a market penetration and market development strategy. This can include product development, integration with other companies, acquisition of competitors, and so on. Now, how do we get to the possible outcomes...
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...Matrix Organizations: Design for Collaboration and Agility Nick Horney, Ph.D. & Tom O’Shea, CMC, Principals, Agility Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex...
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...ISLAMABAD FARHAN AHSAN MBA-1ST SEMESTER | [INDIVIDUAL REPORT PROJECT] | MATRIX ORGANIZATIONAL STRUCTURE | Quaid-I-Azam School of Management Sciences ISLAMABAD Submitted to: Sir Sarfaraz Hussain Ansari Subject: Principle of Management Introduction: A matrix organization structure can simply be defined as an organization, which has multi reporting lines in which employees have more than one formal boss. In other word a matrix structure is a grid like organizational structure that allows a company to address multiple business dimensions by the help of multiple command structure. If we closely examine this, we can easily find it, as a hybrid of functional and divisional structure. Multinational companies usually practice matrix structure or matrix management system to blend and bring functional and divisional structure under the same umbrella of an organization in order to gain more benefits out of it. But at the same time, it is not so much easy as it looks, but, rather it is very much difficult and challenging job for the top management to carry on operations in a matrix system. We will later in detail discuss the challenges, pros and cons of matrix organizational structure and how to deal with them. The concept of matrix organizational structure evolved in 1960s to meet the needs of the aerospace industry. NASA was the first organization who adopted matrix organization structure for its multiple projects. Government contract selection process required...
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...Assignment Change Management Case A: Organizational Change Change Management Table of contents 1. THE ORGANISATIONAL CHANGE OF POWERDRIVE GMBH ................................................3 2. PARTICULAR PROBLEMS WHICH WILL LIKELY BE FACED WHEN PUTTING THE CHANGE INTO EFFECT ..............................................................................................................................4 2.1 PROBLEMS INSIDE THE COMPANY ...........................................................................................................4 2.2 PROBLEMS OUTWARDS THE COMPANY ..................................................................................................6 3. RECOMMENDED ACTIONS TO IMPLEMENT THE CHANGE SUCCESSFULLY...............6 3.1 CLASSICAL SCHEME ..................................................................................................................................6 3.2 COMPANY SPECIFIC SCHEME ...................................................................................................................7 2 Change Management 1. THE ORGANISATIONAL CHANGE OF POWERDRIVE GMBH Powerdrive GmbH is a German supplier of mechatronic automation systems for industrial applications, for example tooling machines and automated assembly lines. The company has a strong engineering and production competence;...
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...because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. ...
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...Working in a Matrix Organization Working Effectively With Several Bosses © iStockphoto scyther5 Make sure there are clear lines of responsibility in your matrix organization. Jake is a marketing executive, and, as part of his role, he's responsible for promoting a new product. His work on the promotion is overseen by a product manager. She's an expert on this type of product, and she's responsible for coordinating people across all parts of the organization to make the product a success. However, Jake also reports to the marketing manager, who is responsible for overseeing Jake's overall performance, his pay and benefits, and his professional development. This example may sound complex, but, in fact, it's a highly successful management approach known as "matrix management." It's used by companies that need to maximize the impact of expert managers, while keeping the organization's staffing overhead under control. If your organization has a matrix management structure, you're likely to participate in key decisions. And, like Jake, you're also likely to have managers with specialist knowledge, who can give you expert guidance. But matrix management can also present some challenges. In this article, we'll explain what matrix management is, how it can benefit an organization, and how you can thrive within this structure. About Matrix Management A matrix management structure is an organizational structure in which people report to multiple managers, who have different...
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...MGMT 4135 Project Management Chapter-3 Organization Structure & Culture 1 Chapter-3 Organization Structure and Culture How will approved projects be implemented? • Three different project management structures to choose from: 1. Functional organization 2. Projectized or dedicated teams 3. Matrix structure 2 Chapter-3 Organization Structure and Culture How will approved projects be implemented? • Functional Organization 1. Even though top management decides to implement the project, implementation and coordination is managed by functional management. 2. One functional area plays a dominate role or has a dominate interest in the success of the project 3. While several functional organizations may have a role in the project the overall project will be managed within the normal hierarchy. 4. The project will be part of the working agenda of top management. 3 Chapter-3 Organization Structure and Culture How will approved projects be implemented? • Functional Organization Advantages 1. No change. Projects are managed within the functional structure of the organization to administer and complete project. No radical change in the operations of the parent company; status quo. Flexibility: Specialists in different functional units can temporarily work on the project then return to their normal work. In-Depth Expertise: The functional unit is assigned primary responsibility and in-depth experts within the unit can concentrate on the most crucial aspects...
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...because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. ...
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...Project Management, 2e (Pinto) Chapter 2 The Organizational Context: Strategy, Structure, and Culture 2.1 True/False 1) The same project managed in the same fashion may succeed in one organization but fail in another. Answer: TRUE Diff: 2 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Most companies are well suited to allow for successful completion of projects in conjunction with other on-going corporate activities. Answer: FALSE Diff: 1 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 3) Developing vision and mission statements is an important tactical step in project management. Answer: FALSE Diff: 2 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 4) One element of strategic management is cross-functional decision-making. Answer: FALSE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 5) Strategy, goals, and programs support the organizational mission. Answer: TRUE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 6) Stakeholder analysis looks at a project's customers and determines whether their needs are being met. Answer: FALSE Diff: 2 Section: 2.2 Stakeholder Management Skill: Definition AACSB Tag: Reflective 7) Suppliers and competitors are possible intervenor groups in a project. Answer: TRUE Diff: 1 Section: 2.2...
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...Strategy Formulation: Situation Analysis and Business Strategy Institut für Strategisches Management Institut für Strategisches Management Situational Analysis Strategy Formulation - developing a corporation’s mission, objectives, strategies and policies Situation Analysis - the process of finding a strategic fit between external opportunities and internal strengths while working around external and internal weaknesses Wheelen / Hunger, 2010, p 224 SWOT Analysis SWOT- Strengths-WeaknessesOpportunities-Threats Strategy = opportunity / capacity Opportunity has no real value unless a company has the capacity to take advantage of that opportunity Wheelen / Hunger, 2010, p 224 Institut für Strategisches Management Distinctive Competency – Success ? A distinctive competency in a key resource or key capability of a company is no guarantee for a competitive advantage Weaknesses in other resource areas can prevent strategy from being successful Wheelen / Hunger, 2010, p 224 Institut für Strategisches Management SWOT - Analysis Broader view of strategy SA = O / (S – W) Strategic Alternative = Opportunity : Strengths – Weaknesses More investment in strengths to make them stronger ? More investment in weaknesses to at least make them competitive ? Wheelen / Hunger, 2010, p 224 Institut für Strategisches Management Criticisms of SWOT analysis Generates lengthy lists Uses no weights to reflect priorities Uses ambiguous words and...
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...becoming project-oriented to cope with the challenges of global competition. Place together work motivation in traditional and matrix project-based organizations is of primary interest, Bredillet (2010) Alstom.Ltd with around 5,000 employees belongs to Alstom Group. The company is the leader in integrated power plants for energy production. Alstom.Ltd has solutions for a wide range of energy sources, divided into four main sectors; Thermal Service, Steam, Gas Generation, and Automation. Due to the size of the company, market stability and history, it is mainly a hierarchical structure Huczynski A, (2010). Main services are Power Generation Projects. Due to the nature of these kinds of projects, different disciplines like Engineering, Finance, Quality and Sales are involved on each Project. Therefore the company has global hierarchical structure but at Project level they work within a Matrix Organisation. PMI.Institute (2012) defined matrix organizations as a blend of functional and project organisation, where employees report on day-to-day performance to the Project Manager and on their overall performance to the head of their department, Functional Manager . By the mid–1990s Alstom.Ltd, originally ABB, developed a matrix structure crisscrossing around a hundred countries and sixty five business sectors, Lee G.(2008). The own nature of the Matrix Organisation creates complexity, tensions and has a clear influence over employee motivation, Avirdsson (2008). This case study...
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...Research Journal of Management Sciences ____________________________________________ ISSN 2319–1171 Vol. 2(2), 3-8, February (2013) Res. J. Management Sci. Interpretive Structural Modelling (ISM) approach: An Overview Rajesh Attri1, Nikhil Dev1 and Vivek Sharma2 2 Department of Mechanical Engineering, YMCA University of Science and Technology, Faridabad, INDIA Department of Mechanical Engineering, Advanced Institute of Technology and Management, Palwal, INDIA 1 Available online at: www.isca.in Received 27th November 2012, revised 27th January 2013, accepted 1st February 2013 Abstract Interpretive structural modelling (ISM) is a well-established methodology for identifying relationships among specific items, which define a problem or an issue. This approach has been increasingly used by various researchers to represent the interrelationships among various elements related to the issue. ISM approach starts with an identification of variables, which are relevant to the problem or issue. Then a contextually relevant subordinate relation is chosen. Having decided the contextual relation, a structural self-interaction matrix (SSIM) is developed based on pairwise comparison of variables. After this, SSIM is converted into a reachability matrix (RM) and its transitivity is checked. Once transitivity embedding is complete, a matrix model is obtained. Then, the partitioning of the elements and an extraction of the structural model called ISM is derived. In this paper...
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...Summer Project Report on “Market Research and Route Mapping for Tata Iris and Venture” Submitted in partial fulfillment of PGDM program 2013-15 [pic] Submitted by Name: Tapan Sharma Roll Number: 27 Company Guide Faculty Mr. Ankur Aggarwal Dr. Girish Kathuria Territory Sales Manager -SCVP Professor Tata Motors Ltd EMPI BUSINESS SCHOOL New Delhi ACKNOWLEDGEMENT I express my sincere gratitude to my industry guide Mr. Ankur Aggarwal, Territory sales Manager-SCVP, Tata Motors ltd, for his able guidance, continuous support and cooperation throughout my project, without which the present work would not have been possible. I would also like to thank the DSE and DSM of Automobile Sterling, Ashok Ojha , Mr. Harish Sharda, for the constant support and help in the successful completion of my project. Also, I am thankful to my faculty guide Prof./Dr./ Girish Kathuria of my institute, for his continued guidance and invaluable encouragement. Tapan Sharma INDEX |s.no |chapters |page no. | |1 |EXECUTIVE SUMMARY ...
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...that his skills were definitely in demand for those particular projects. In fact, it was obvious that his talent was quite possibly the best that the Moss and McAdams Accounting Firm had. In this case Ruby Sands had the role of functional manager and therefore ultimately made a decision that affected Palmer’s account. Initially her job encompassed the responsibility of the project manager which is to balance the project type, risk and resource demand, if expertise individuals were to be used (Hobbs, 1993). Once Palmer was presented with the issue of sharing, he should have addressed the issue and requested that Sands find him another individual with credential similar to Olds. As Palmer, I would have been dismayed by the decision of management; however, I would have accepted the decision and understood that valuable employees leave projects for varies reasons. In result of this situation the only reasonable thing to do...
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...business system for organizing and managing product development, operations, suppliers, and customer relations. Problem Resolution Process (PRP) – a process with the intent of providing a mechanism for organising, maintaining, and tracking the resolution of problems that cannot be resolved at the “individual” level in an organisation is being considered as the sensitive project discussed in this report. It is supposed that the project manager inherited the existing PRP project approximately at 25% complete in terms of time. The high administrative overhead costs, conflict of authority, compromise to project quality and the fast rate of change on the PRP project’s external environment rendered the existing transactional structures (Matrix) inadequate. In order to address these issues, we proposed the Network organisation structure so that project players will...
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