Joint international education programme

Matrix form of management organization. 
In modern conditions, firms often focus on several activities. This allows firms at any time to 
move away from what has become uncompetitive. 
There was a need to move towards more flexible structures that could be relatively easy to 
shape and adapt. As a rule, such structures are formed on a temporary basis, for the period of 
implementation of the problem or achievement of the goal. An example of a flexible structure 
is matrix management. The matrix structure is a lattice structure in which the organization of 
functions is carried out by the chiefs of divisions. Project execution is managed by project 
managers. This structure is based on the principle of double reporting of the performers, on 
the one hand to the direct manager of the functional service, on the other hand to the project 
manager, which has been given the necessary authority in accordance with the planned project 
timeline. Under this arrangement, the project manager has two teams of staff: permanent 
project team members and staff from other functional divisions who report to him on a 
temporary basis, while maintaining their administrative reporting line to the direct heads of 
the functional divisions. 
Special headquarters (temporary or permanent) bodies (persons or a group of persons) shall be 
incorporated into the established line-function structure, coordinating existing horizontal links 
for the implementation of a specific programme (project) while maintaining vertical relations, 
inherent in this structure. The majority of the employees engaged in the implementation of the 

---

program are subordinate to at least two managers, but on different issues.
Advantages of matrix control system: 
— A significant increase in the activity of managers and employees of the managerial 
apparatus through the formation of programme units actively interacting with functional units, 
and strengthening the relationship between them; 
— Separation of management functions between managers responsible for delivering high-
quality outputs (managers of project and programme teams and offices) and managers 
responsible for making the best use of existing outputs, Material and human resources (chiefs 
of functions), with managers jointly overseeing the preparation of operational production plans 
and their implementation; 
— involvement of managers of all levels and specialists in the sphere of active creative activity 
on accelerated technical improvement of production; 
— clear lines of responsibility for projects; 
— High flexibility and adaptability of substantive units; 
— Economic and administrative autonomy of units; 
— Easy development and implementation of common policies.