In a matrix organizational structure, functional managers are not pulled from their comfort zones and areas of expertise to manage projects that require a specific skill set. As a result, they can ...

This matrix makes every employee responsible for both divisional and departmental goals. These combined responsibilities generates the disadvantages of the matrix organizational structure.

Every company needs an organizational structure—whether they realize it or not. The organizational structure is how the company delegates roles, responsibilities, job functions, accountability ...

An organizational structure defines the scope of acceptable behavior within an organization, its lines of authority and accountability, and to some extent the organization’s relationship with ...

Ultimately, the most successful matrix-style managers do not treat their organization as a matrix. They engage the framework to structure cross-functional initiatives and tap the talent within them.

Bartlett, C. A., and S. Ghoshal. "Matrix Management: Not a Structure, a Frame of Mind." Harvard Business Review 68, no. 4 (July–August 1990): 138–145 ...

With a divisional organizational structure, a company’s different divisions will have control over their own resources, almost like operating as their own business under the larger corporation ...