Accounting - matrix organization - Solutions - The Trophy Project
A matrix organization is out of character because it joins managers and employees from distinct departments with an aim of working towards achieving a common goal. Therefore, a matrix structure refers to a blending of the divisional and functional structures. The functional separates each department in the business on the basis of the activities it performs, while divisional structures separate the same departments by geographical location, customers and products.
Since the matrix structure has its limitations and benefits, the Moss and McAdams firm owner should consider them before proceeding with the process of its implementation. An apparent advantage of the matrix structure that the M & M firm adapted is an efficient and effective exchange of information from one department to another and among employees. The firm recruited new client where it assigned a manager to deal with the account. The manager was responsible for handling several accounts depending on the scope and size of the work. The firm achieved its common goal due to the effective passage of information from the manager to clients. For instance, the firm was able to conduct smooth tax preparation projects. This implies that each department worked and communicated with the each other to enhance smooth solutions to the underlying problems.
[...] This implies that the Moss and McAdam accounting firm should enforce and establish the setting standards via the manager. This is because the general firm manager is in a position under the matrix portraying the power and perspective in need of quality performance. Manage the decision making procedure: this will assist in solving the internal complexity in the reporting and communication system. Managing the decision perspective entails establishing control systems, policies and strategies to make sure that managers or departments make beneficial decisions for the entire organization, as opposed to a single project or department. [...]
[...] After spending around fifty thousand dollars on the program with the aim of tracking the project's problems, the management team realized the program could not handle the program objectives. As a precaution measure, Reichart decided to speak out the problem with a computer expert. The discussion came with a solution that the program required an additional storage capacity and programming amounting to fifteen thousand dollars. In addition, the additional storage capacity would take at least two months until the program is complete. [...]
[...] The provision of adequate resources and staffing contributed to the correction of such management issues. For instance, corporate staff provided an immediate order concerning a remedial action, as well as, the staff supporting the project to grant Reichart an opportunity to bail out the program. Establishing manpower requirements and establishing a recovery plan is another project management issue that contributed to its success. Reichart spent numerous hours on this issue until he managed to bring the Trophy Project back on the original schedule. [...]
[...] The manager was responsible for handling several accounts depending on the scope and size of the work. The firm achieved its common goal due to the effective passage of information from the manager to clients. For instance, the firm was able to conduct smooth tax preparation projects. This implies that each department worked and communicated with the each other to enhance smooth solutions to the underlying problems. Increased motivation is an additional advantage of a matrix structure in the M & M firm. [...]
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