SciELO - Scientific Electronic Library Online

 
vol.19 issue1Bringing Pankaj Ghemawat to Africa: Measuring African economic integrationTrading book risk metrics: A South African perspective author indexsubject indexarticles search
Home Pagealphabetic serial listing  

Services on Demand

Article

Indicators

Related links

  • On index processCited by Google
  • On index processSimilars in Google

Share


South African Journal of Economic and Management Sciences

On-line version ISSN 2222-3436
Print version ISSN 1015-8812

Abstract

MOODLEY, Dylon; SUTHERLAND, Margie  and  PRETERMS, Pieter. Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command. S. Afr. j. econ. manag. sci. [online]. 2016, vol.19, n.1, pp.103-117. ISSN 2222-3436.  http://dx.doi.org/10.17159/2222-3436/2016/v19n1a7.

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.

Keywords : power; matrix organisations; project managers; functional managers.

        · text in English     · English ( pdf )

 

Creative Commons License All the contents of this journal, except where otherwise noted, is licensed under a Creative Commons Attribution License