Evaluation Criteria for the Use of Matrix Concepts within the Air Force

摘要

The matrix concept of management began in the aerospace industries where large projects required a divergent management approach to insure adequate command and control. Federal Government insistence upon exact project costs, timely information relative to particular programs, and stringent time schedule forced industries into the matrix form. The matrix overlays the functional structure with a permanent project structure and the distinguishing feature of its design is the sharing of personnel resources. Limited matrix managements concepts have been employed in the Air Force since the early 1960s. In 1976 the Aeronautical Systems Division of the Air Force Systems Command formally converted its entire organizational structure to a matrix system. Today's Air Force becomes increasingly complex as it keeps abreast of rapidly changing technologies. The military manager recognizes that diminishing available resources, both materiel and human, dictate that the most efficient use must be made of these resources. To ignore the matrix concept of management at any level may be to deprive the Air Force of a more efficient managerial technique. The authors felt that the decision to adopt a matrix form or any of its techniques is a decision that must be made by the organization itself. (Author)