Making the Matrix Work: How Matrix Managers Engage People and Cut Through Complexity
Global customers, supply chains and more integrated business functions mean that work now cuts across the traditional vertical silos of country and function. But the 'solution' of the matrix structure also brings multiple bosses, competing goals and higher levels of complexity. Traditional management training prioritizes clarity, predictability and control. In a matrix we need to be able to balance this with the ability to tolerate ambiguity, manage uncertainty and decentralize control. Managers need an expanded toolkit to help them move from the hard to the soft, from the concrete to the ambiguous and back again depending on the situation. Kevan Hall's new book will help you develop your “matrix mindset” and will show you how to establish and engage networks that do not depend on role, control or authority to get things done. This book gives individuals working in the matrix the tools to take control of their own goals, role and success and shows matrix managers how to lead others to make their matrix really work.
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CLARITY 2 Trading Clarity for Flexibility 3 Islands of Clarity 4 Owning Your Role 5 Getting Aligned with Others 6 Difficult Decisions 7 Dealing wi...
COOPERATION 9 More Cooperation and Communication 10 The Four Ways of Working 11 Cooperating through Technology and Social Media
CONTROL 12 Accountability without Control 13 Power and Influence without Authority 14 From Empowerment to Freedom 15 Building Maintaini...
THE MATRIX MINDSET AND SKILLSET 16 The Matrix Mindset and Skillset
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Making the Matrix Work: How Matrix Managers Engage People and Cut Through ...
Limited preview - 2013
achieve activities alignment ambiguity ARCI areas balanced scorecard behaviors build trust challenges clear collaboration colleagues Communities of practice competing goals complex conference calls conflict cost create culture decision dilemmas discuss effective emails empowerment environment escalate Facebook facetoface FMCG focus four buckets functional goals and roles higher levels identify important individual’s individuals influence introducing a matrix issues leave this chapter LinkedIn look matrix manager matrix mindset matrix organization matrix structure matrix teams matrixed middle meetings micromanagement multiple bosses networks onetoone opportunities organizational participants percent priorities problem Quadrant relationships reporting lines resolve responsibility role clarity senior leaders shared silos skills skillset social media solution solve span of accountability span of control specific strategy successful sure teamwork tend theory of constraints things tradeoffs traditional understanding vertical virtual manager WebEx webinars YouTube