"Matrix management" was introduced in the 1970s as an alternative to less flexible top-down management approaches. This work takes us on a tour of this phenomenon. It shows how to harness the power of the matrix structure while minimizing the conflict, disorientation, and resistance that often accompany the approach.
Assesses the past, present, and future of the collaborative, cross-functional "matrix" organization as an alternative to traditional top-down management.
