International Journal on Science and Technology

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Correlation Between Managerial Functions and Behavioral Matrix

Author(s) Mr. C.l. Avadhani
Country India
Abstract In this world of competition, project based businesses; right organizational structure in an organization sets the stage for effective management and impacts the success and performance of the organization. Matrix Management is a hybrid approach which sets a strategy to optimize results, minimize idle time and improve adaptability in dynamic business environments. This paper explores the correlation between managerial functions and the behavioural matrix in organizational structures, emphasizing their interdependence and the need for alignment to achieve optimal efficiency and productivity. The aim of this article is to investigate how different managerial functions interact and depend on each other within an organizational structure, particularly through matrix management. The study highlights different types of matrix structures—strong, weak, balanced, and hybrid by examining how organizational design choices influence workforce management, communication, and project outcomes. Challenges such as scope creep, hidden structural flaws, and the risks of over- or under-adaptation of matrices are analysed. The discussion underscores the importance of tailoring the matrix structure to the organization's nature, market demands, and cultural context, while drawing examples of failures caused by inappropriate matrix implementation. The matrix organizational structure had a great influence on project management. The matrix evolved to fill a need of an organization which increases organizational complexity and in addition it is extremely valuable for solving multidisciplinary problems in an organizational structure.
Keywords Matrix Management, Organizational structure, utilization of human resources, problems and challenges arising of matrix organizational structures
Field Business Administration
Published In Volume 16, Issue 3, July-September 2025
Published On 2025-08-24
DOI https://doi.org/10.71097/IJSAT.v16.i3.7780
Short DOI https://doi.org/g9x32b
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