Making the Matrix Work: How Matrix Managers Engage People and Cut Through ComplexityThe "Matrix Mindset" will enable connection, cooperation and collaborative control.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. Making the Matrix Work introduces some new ideas and practical tools in 3 key areas: * Leading people beyond clarity to flexibility. A matrix trades clarity for flexibility. We need to create enough clarity on goals and roles and to align with others; but we also need to cope with ambiguity, manage complex trade-offs and dilemmas and deal with higher levels of conflict. * Being connected and effective. We set up a matrix to improve cooperation and communication across the silos but be careful what you wish for! It is easy to become over-connected to poor-quality meetings, teams and communication. More teamwork, meetings and emails are not the answer. * Creating control by giving it away. The complexity and diversity of the matrix can undermine trust and lead to an increase in central control and bureaucracy. We need to prevent this by building trust, empowering and creating commitment. Accountability without control and influence without authority are the norm. 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. |
Contents
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 | |
Other editions - View all
Making the Matrix Work: How Matrix Managers Engage People and Cut Through ... Kevan Hall Limited preview - 2013 |
Making the Matrix Work: How Matrix Managers Engage People and Cut Through ... Kevan Hall No preview available - 2013 |
Making the Matrix Work: How Matrix Managers Engage People and Cut Through ... Kevan Hall No preview available - 2013 |
Common terms and phrases
able accountability achieve activities alignment areas authority become boss build calls challenges chapter choices clarity clear colleagues communication competing complex confidence connections cooperation cost create culture decision deliver dilemmas discuss effective engagement environment escalate example expect experience face feel focus functional give global goals higher levels ideas identify important increase individuals influence interests introduce involved issues lead leaders learning levels look manager matrix meetings middle move networks normal objectives operating opportunities organization organizational participants particular percent performance positive priorities problem production Quadrant questions quickly relationships reporting require resolve responsibility role senior shared skills social media solution solve specific structure successful sure tend things tradeoffs traditional trust trying understanding usually virtual team