Design Organisation

Operating models


Organisation of project teams with members retaining functional area reporting relationships and identification.

Operates best in a dynamic, unpredictable environment.

Matrix Based


  • Offers great flexibility
  • Encourages interfacing across departments
  • Creates strong problem-solving or goal focus
  • Uses staff resources efficiently
  • Creates vertical and horizontal information flow


  • May result in higher overhead costs because of doubling the number of managers
  • May slow down the decision-making process
  • Increases complexity
  • Increases potential conflict between functional and project managers
  • Results in ambiguity for employees in reporting relationships

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