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Wednesday, January 25, 2012

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HRM628 GDB Guidline 
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matrix structures are appropriate under three important conditions. First, there must 
be outside pressures for a dual focus. That is, a matrix structure works best when there are many customers 
with unique demands on the one hand and strong requirements for technical sophistication on the other 
hand. Second, a matrix organization is appropriate when the organization must process a large amount of 
information. Circumstances requiring such capacity are few and include the following: when external 
environmental demands change unpredictably and there is considerable  uncertainty in decision making; 
when the organization produces a broad range of products or services, or offers those outputs to a large 
number of different markets, and there is considerable complexity in decision making: and when there is 
reciprocal interdependence among the tasks in the organization's technical core and there is considerable 
pressure on communication and coordination systems. Third, and finally, there must be pressures for 
shared resources. When customer demands vary greatly and technological requirements are strict, valuable 
human and physical resources are likely to be scarce. The matrix works well under those conditions because 
in facilitates the sharing of scarce resources. If any of the foregoing conditions is not met, a matrix 
organization is likely to fai

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