A Study of Influence Methods Used by Project and Functional Managers in a Matrix Organizational Environment.

摘要

Modern development projects are costly and involve many complex interdependent tasks. To facilitate the accomplishment of these tasks, the matrix organizational concept has evolved. It is employed by both industry and government and is intended to aid the decision making process by allowing flexible horizontal and diagonal relationships. A unique feature of this concept is the multiple supervision of project personnel. In essence, project personnel have a dual allegiance to and are influenced by project and immediate functional managers. Under this arrangement project managers do not have formal authority over project personnel and therefore must rely on other types of influence methods. The influence methods that are exercised in this unique situation are the primary concern of this study.