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Matrix structures and the training implications

W. David Rees (Visiting Lecturer at the University of Westminster, London, UK)
Christine Porter (Chair of the Human Resource Management Department in the Westminster Business School, The University of Westminster, London, UK)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 1 August 2004



Matrix structures are increasingly used in organisations as they become more complex and as the pace of change increases. They are similar to project management arrangements, although matrix structures may be a permanent feature. Matrix structures, like project management, involve the creation and management of multi‐disciplinary teams. The team leaders have a dual reporting relationship. For the structures to work effectively they should only be introduced when appropriate and even then after careful planning. An important aspect is the training of multi‐disciplinary team leaders. However, it can also be crucial to ensure that those other key members of management who need to monitor and support matrix structures are properly selected and have received appropriate management training.



Rees, W.D. and Porter, C. (2004), "Matrix structures and the training implications", Industrial and Commercial Training, Vol. 36 No. 5, pp. 189-193.



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Copyright © 2004, Emerald Group Publishing Limited

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