You work as an analyst in the marketing department for Springfield International (SI). SI uses a weak matrix to develop new serv

Question

24 days ago

15

You work as an analyst in the marketing department for Springfield International (SI). SI uses a weak matrix to develop new serv

ices. Management has created an extremely competitive organizational culture that places an emphasis upon achieving results above everything else. One of the project managers that you have been assigned to help has been pressuring you to make his project your number one priority. He also wants you to expand the scope of your work on his project beyond what your marketing manager believes is necessary or appropriate. The project manager is widely perceived as a rising star within SI. Up to now you have been resisting the project manager’s pressure and complying with your marketing manager’s directives. However, your most recent interchange with the project manager ended by his saying, "I’m not happy with the level of help I am getting from you and I will remember this when I become VP of Marketing." The project manager’s response best fits as an example of which drawback of a matrix structure?

Business

1 answer:

arsen [2.9K] · Answer 1 · 2026-03-11T20:50:53+03:00

Answer:

A weak matrix structure operates similarly to a functional structure where much of the authority resides with functional leaders. The Project Manager’s role involves limited coordination with the team members under these functional heads. Nonetheless, the specifics of task execution and the delegation of responsibilities are predominantly dictated by functional managers.

Currently, the Project Manager feels frustrated as he perceives slow progress on his project. Due to dissatisfaction with recent outcomes, he feels inclined to pressure the team member working with him. This team member primarily reports to the functional manager, and their tasks and schedule are dictated by those functional leaders. Performance evaluations are also the responsibility of the functional manager, which suggests that the team member will rationally adhere to the decisions of the functional manager.

Nevertheless, given the Project Manager’s authority and level of frustration, the team member may extend their cooperation to a reasonable extent (without compromising the functional manager's requirements). It would also be prudent for him to clearly communicate to the Project Manager that collaboration between him and the functional manager is essential to reach the necessary level of satisfaction. This remains the most viable course of action at present.