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Horizon Consulting: Matrix Structure & Culture

The post meeting at Horizon Consulting was successful because account managers were able to reassign personnel to their project teams. Engineers originally assigned to projects were reassigned to a different project they had previously worked on, making them well-suited to complete it. Factors contributing to the meeting's success included the organization's collaborative culture, a standardized project prioritization system using color codes, and having adequate human resources to assign. Horizon uses a balanced matrix structure, where project managers define tasks while functional managers oversee how they are accomplished.

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77 views3 pages

Horizon Consulting: Matrix Structure & Culture

The post meeting at Horizon Consulting was successful because account managers were able to reassign personnel to their project teams. Engineers originally assigned to projects were reassigned to a different project they had previously worked on, making them well-suited to complete it. Factors contributing to the meeting's success included the organization's collaborative culture, a standardized project prioritization system using color codes, and having adequate human resources to assign. Horizon uses a balanced matrix structure, where project managers define tasks while functional managers oversee how they are accomplished.

Uploaded by

DhapaDan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd

CHAPTER 3 ASSIGNMENT

Organization: Structure and Culture

JUNE 23, 2018


Horizon Consulting

Question 1
How successful was the post meeting?
The post meeting was very effective, because the account managers were able to
successfully reassign new personnel to their project teams to execute their respective projects.
The post meeting was brought about because the engineers that were originally assigned to
their teams were reassigned to a project that they previously worked on and they were
deemed the best persons to complete it due to their previous exposure.

Question 2
What factors contributed to the success or failure of the meeting?
The following factors that contributed to the success of the meeting are; The culture of the
organization, the selection criterion used for prioritizing projects and the fact that there were
adequate human resources.

Culture of organization
The accountant managers were more than willing to aid each other in the process of
reassigning human resources to their projects because they were giving each other advise as
to which engineer they felt would best complement their colleague’s project.

The selection criterion for prioritizing projects


The selection criterion at Horizon uses colour codes to highlight the priority of projects. This
made it easy for the account managers to determine who should make their selection when
and in what order. So, there was no confusion nor conflict as everyone knew what to do and
what to expect.

Having adequate human resources


The fact that there were enough human resources available for the account managers to select
from in the post meeting made it a success as well, as no one was faced with the risk of not
having an engineer to work on their project team.
Question 3
The organizational structure used by horizon is a matrix structure, this so because;
In a matrix structure, functional team members report to both their functional manager and
the manager of a project once they are a part of the project team. At horizon it is apparent that
the software engineers and graphic designers reports to the head of software and the head of
graphics respectively and additionally, the account manager leading the project they were
assigned to.
Specifically, the structure is a balanced matrix structure because;
In a balanced matrix, project managers are responsible for defining what needs to be done,
while their functional counterparts are concerned with how it will be accomplished. This was
evidently the case at Horizon because the head of graphics, a functional manager, was the
person who managed the GUI designers schedule while the head of software managed the
software engineers’ assignments. The account manager, who is a project manager, would
communicate directly with the customer to determine what they wanted and feed that
information to the project team for execution.

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