Organizational Structures
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A Matrix management style is one in which an employee primarily reports to one boss while XXXX XXXXXXX XXX other XXXXXXXX especially XX corporate XXXXXXXX. There XXX XXXXXXX XXXXXXXXXXX challenges XXXXXXXXXX with matrix management style. XXX starters, a conflict in loyalty may occur XXXXX individuals are XXXXX into priorities XX different managers that XXXXXX be simultaneously XXXXXXXXX (Muchemi, 2017). XXXXXXXXXXXX, employees become XXXXXXXX to too many XXXXXXXXXXX, thus XXXX are XXXXXX to focus XX a specific XXXX; XXXX XXXXXXX XXXXX potential XXX professional growth and XXXXXXXXXXX. Moreover, XXXXXXXXX XXX likely to XXX confused XXXXX XXXXX XXXXXXXXXX XXXXX XXX XXXXXXXXXXXXXXXX due XX lack of XXXXXXXXXXX XXXXXXX and XXXXXXXXXXXXX XXXXXX XXXXXXXXX and XXXXXXXX. XXXXXXXXXXX, XXXXXXXXXX XXXXX that previously worked on XXX same XXXXXXX XXXX become less effective XXX to XXXX XX a shared XXXXXX XXX XXXX.
XXXXXXXX as XXXXX are a numerous challenges associated with matrix management style there are XXXXXXXX XXXXXXXX to consider. To XXXXX XXXX, a matrix XXXXXXXXXXXXXX structure XXXXXXXXX the XXX of XXXXXXXXX since employees and XXXXXXXXX XXX shared XXXXXX various XXXXXXXX. Equally XXXXXXXXX, a XXXXXX XXXXXXXXXXXXXX structure leads to increased communication XXXXXXXXXX since it permits XXXXXXXX XXXXXXXXXXX to XXXXXX collaborate XXX XXXXXXXXXXX XX various XXXXXXXX. Employees also get XXXXXXXXX XXXXX XXXX XXXX much more input and autonomy in XXXXXXXX. Finally, it XXXXX to increased XXXXXXXXXXXX development XXXXX XXXXXXXXX XXXXX XXXX learn XXXXXXX skills while working across a wide variety of XXXXXXXX (Reddy, 2015).
XXXXX employed XX a boundary-less organization comes XXXX XXXXXXXX advantages. XXXXX, there XXX flexible work XXXXXXXXX XXXX employees work at XXX XXXX XXXX XXXXXXXX XX convenient XX them (XXXXX, n.d). XXXXXXXX, there is XXXX XXXXXX face XX face XXXXXXXXXXXXX among employees: employees XXX use virtual collaboration XXXXXXXX XX XXXXXXXXXXX so they XXX’t have to XXXXXXXX XXXX up at XXXX. XXXXXXX, employees have more XXXXXXXX, that is, XXXX make XXXXXXXXX on XXXXX own XXX are XXXXXXXXXX XXXXXXXXXXX for XXX projects XXX XXXXX handed XX XXXX.
XXXXXXX XXX XXXX that a boundary-XXXX XXXXXXXXXXXX XXXXX XXXX numerous XXXXXXXXXX there XXX XXXX XXXXXXXXXXXXX to XXXXXXXX. First, XXXX an XXXXXXXXXXXX may seem impersonal XXX employees who prefer face to face XXXXXXXXXXXXX XX virtual communication. Again, XXXX employees may XXXX it XXXXXXXXX XX XXXXXXXX XXXXX work-life balance because XX excess XXXXXXXXXXX XXX autonomy in XXX XXXXXXXXX. XXXX may XXXX them XXXX to XXXXXXXX XXXXX XXXXX XXX projects in time thus putting XXXXX XXXXXXXXXX XX XXXX.
The XXXXXX of time spent in XXXXXXXX XXX XXXXX XXX training costs XXXXXXXX in conducting workshops, XXXXXXX, and seminars XXX XXX XXXX XXXXX XX maintaining an organizational XXXXXXXX environment (Fang, XXXX). XXX XXXXXXXX XXXX that comes from maintaining such an XXXXXXXXXXX XX that there is XXXXXXXXXX and spontaneous XXXXXXXX XXX growing which leads XX greater XXXXXXXXXX, XXXXXXXXXXXX, and capability among XXXXXXXXX in XXX organization.
I XXXXX like XX work in a firm XXXX a XXXXXXXX organizational XXXXXXXXX since there XX a XXX XX gain XXXX it. Research has XXXXX that a learning culture in an organization is XXXXXXXXXX as it leads to XXXXXXXXX employee productivity, efficiency, XXX capability XXXXX XXXXXXXXXX XXXXXXXXX to increased employee satisfaction (XXXXX, XXXX). XXXXXXXXX of XXXX an XXXXXXXXXXXX tend XX have a XXXXXX vision, XXXX and XXXXXXXXX XXXX XXXX: XXXX is XXX XXXX XX environment am XXXXXXXXXXX XXXXXXX in. Developing XXX skills from XXXXXXXX XXX learning from my failures in XXXX of duty XXXX continually transform XX into a knowledgeable, competent, and XXXXXXXXX a XXXX productive employee. XXXX such XXXXXX XXX abilities I XXX XX confident XXXX I can XXXXXXX XXXXXXXXXXXXXX goals and XXXXX XX XXXXXX XXXXXXX within the organization.
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XXXX, S. X., &XXX; XXXX, H. X. (XXXX). Strategic intent, XXXXXXXXXXXXXX XXXXXXXXXXX, XXX organizational learning XXXXXXXXXX. XXXXXXXXX XXXXXX.
XXXXXXX, D. M. (2017). XXXXXXXXXXXX XX XXXXXXXX XXXXXXXXXX In XXXXXXXXXXXXX With XXXXXX XXXXXXXXXXXX XXXXXXXXX (Doctoral XXXXXXXXXXXX, XXXXXXXXXX XX Nairobi).
XXXXX, P. A XXXXXXXXXX Study XX Individual Talent: X Boundary-XXXX XXXXXX Management in XXX XXXXXXXXXXXX. XXXX the XXXXXXXX’s XXXX, 59.
XXXXX, K., & Kumta, X. (XXXX). Knowledge management: Value XXXXXXXX XXXXXXX organizational XXXXXXXX. Springer.
Reddy, X. S., & XXXXXXXX, X. (2015). The Possible XXXXXXXX for the Challenges XX Matrix XXXXXXXXXXXX XXXXXX in IT XXXXXXXXXXX XXXXXXXX. The XXXXXXXXXXXXX Journal Of XXXXXXXX & Management, X(7).