Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command

Abstract

Since its inception four decades ago, there has been widespread adoption of the matrix organisational design, particularly in project-based organisations. However, several challenges remain, one of which is related to the ambiguity of authority as a result of the dual command structure. This study examines the perceptions of the types of power and influence mechanisms used by the functional manager and the project manager to influence project personnel, and the effect of these mechanisms on attitudinal outcomes. The research used a two-phase design. The first qualitative phase validated the constructs of power and influence. In Phase 2, quantitative data was obtained from 22 functional managers, 28 project managers and 92 project personnel in South Africa, Italy and Canada from one large project execution technology company. There appears to be a large perceptual gap between project managers, functional managers and project personnel. Managers perceive themselves to be using aspirational and personal influence mechanisms, whereas project personnel perceive the managers to be using positional, punitive mechanisms. Relationships were observed between the perceived type of influence being used by the managers and the project personnel's satisfaction with their manager, overall job satisfaction, their performance and level of engagement. Functional and project managers are associated with very different attitudinal outcomes among project team members.

The Role of the Project Management Office in Knowledge Transfer in a Matrix-Structured Organisation: A Case Study

“…On the one hand, there is the functional manager, and on the other, the project manager (PM). The matrix structure keeps a delicate balance with a duality of command, which presents implementation and operational challenges [14]. These challenges include the allocated authority and role of the project manager, availability and access to resources, control over the allocated budget, and the allocation of project administrative staff [15].…”

“…The dual reporting in a matrix structure often leads to conflict, and project personnel experience the overlap in responsibility and authority when their functional departments interact with the project manager during projects [14]. The PMO therefore has the potential to act as an interface, and can function as a bridge across organisational and knowledge boundaries in project-based organisations [22], [23].…”