Matrix Organizational Structure and its Effect on Army Acquisition Program Management Offices.
Abstract
With the implementation of the Defense Management Review, and publications of DoD Directive 5000.1 and DoD 5OOO.2-R, the Army was mandated to restructure program offices with the intent of cutting waste and fraud within the defense acquisition process. The goal was to establish an organizational structure which could operate efficiently in an environment of shrinking budgets and increasing technical specialization. To address this challenge, the Army followed the aerospace industry's lead, and adopted the matrix management structure. Since its implementation, the matrix structure remains as the management structure of choice within acquisition program offices throughout the Army. While the structure has remained effective, its efficiency remains a point of contention with many program managers. This thesis focuses on evaluating the strengths and weaknesses of the matrix structure within acquisition program offices. In addition, the comments of 18 program managers will be offered regarding some possible methods and organizational variants which can be used to improve the matrix structure within acquisition program management offices.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 20, 1996
- Accession Number
- ADA311696
Entities
People
- Paul A. Ostrowski
Organizations
- Naval Postgraduate School