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Staff and management confusion surrounding which role the dual-hatted individual is playing will surely emerge. Is s/he making the decision based on project imperatives, or on the basis of functional perspective? In extreme cases, this can escalate into staff confusion about whether the company is serious about implementing matrix management. The dual-hatted role short-circuits the constructive tension that gives a healthy matrix organization its agility and energy. Project Managers, product managers, geographic territory managers, and other horizontal leaders need to maximize synergy among functions.
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