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Matrix management is not a new concept. Since the 1970's organizations have known that there was a need to find new ways of handling the cross-functional or horizontal needs in a vertically aligned organization. They assumed that in order to get work done you needed authority and control and so the dual-reporting structure was created that assigned one person to two bosses who could exercise authority over him. This was the wrong solution to a real problem and as a result, the old matrix management fell into disfavor in the 1980's.
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