Delegation, delayering and matrix
Delayering and matrix structures
- Delayering removes a level (or more) of management: cuts cost and shortens the chain of command, but gives remaining managers more work.
- A matrix structure groups staff by both department and project, so a worker may report to two managers — good for teamwork, but the two-boss system can confuse.
Practice
Delayering means:
Delayering cuts a management level — lowering cost and shortening the chain of command.
Practice
In a matrix structure, a worker may:
Matrix structures group by department and project, so a worker can have two bosses.
Delegation and accountability
- Delegation = a manager gives a task and the power to do it to a junior — frees time, develops and motivates staff.
- But the manager stays accountable — the responsibility for the result is still theirs.
- So delegate to people you trust, and still check the outcome.
Practice
A manager who delegates a task remains accountable for the result.
Delegation passes the task and authority, but accountability for the outcome stays with the manager.
You've got it
Key idea
- delayering removes a management level (cheaper, shorter chain, but heavier load)
- a matrix structure = report to two managers (department + project)
- delegation hands over a task + power, but the manager keeps accountability