Advertisement

Administration in mental health

, Volume 4, Issue 1, pp 36–42 | Cite as

Matrix design for human service organizations

  • Kenneth R. Wedel
Article

Abstract

The matrix design structures the organization according to specific work projects rather than along department lines. Its value to the human service organization has yet to be demonstrated though it has been successful in industry.

Keywords

Public Health Human Service Design Structure Matrix Design Service Organization 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Beckhard, R. Organizational issues in the team delivery of comprehensive health care. In: Zola, I.K. and McKinlay, J.B., eds.Organizational Issues in the Delivery of Health Services. New York: Prodist, 1974.Google Scholar
  2. Butler, A.G.,Jr. Project management: A study of organizational conflict.Academy of Management Journal, 16 (1): 1973.Google Scholar
  3. Cleland, D.I. The deliberate conflict.Business Horizons, 11: 78–80, 1968.CrossRefGoogle Scholar
  4. Cleland, D.I. and King, W.R.Systems Analysis and Project Management. New York: McGrawhill, 1968.Google Scholar
  5. Cleland, D.I. and King, W.R. Organizing for long-range planning.Business Horizons, 17 (4): 1974.Google Scholar
  6. DeMaagd, G.R. Matrix management.Datamation, 16: 47, 1970.Google Scholar
  7. Fiore, M.V. Out of the frying pan into the matrix.Personnel Administration, 33 (3): 4–7; 21, 1970.Google Scholar
  8. Frederickson, H.G.Recovery of structure in public administration. Washington, D.C.: Center for Governmental Studies, 1970.Google Scholar
  9. Galbraith, J.R. Matrix organization designs.Business Horizons, 14 (1): 29–40, 1971.CrossRefGoogle Scholar
  10. Galbraith, J.R.Designing Complex Organizations. Reading, Mass.: Addison-Wesley, 1973.Google Scholar
  11. Gray, J.L. Matrix organization design as a vehicle for effective delivery of public health care and social services.Management International Review, 14 (6): 73–82, 1974.Google Scholar
  12. Gullett, C.R. Personnel management in the project organization.Personnel Administration/Public Personnel Review, (3): 17–22, 1972.Google Scholar
  13. Kingdon, D.R.Matrix Organization. London: Tavistock, 1973.Google Scholar
  14. Neuhauser, D. The hospital as a matrix organization.Hospital Administration, 17: 8–25, 1972.Google Scholar
  15. Perham, J. Matrix management: A tough game to play.Dun's Review, 31–34, 1970.Google Scholar
  16. Raia, A.F.Managing by Objectives. Glenview, Ill.: Scott, Foresman & Co., 1974.Google Scholar
  17. Reeser, C. Some potential human problems of the project form of organization.Academy of Management Journal, 12 (4): 459–467, 1969.Google Scholar
  18. Rice, G.H., Jr. and Bishoprick, D.Conceptual Models of Organization. New York: Appleton-Century-Crofts, 1971.Google Scholar
  19. Thompson, V.A.:Organizations as Systems. Morristown, N.J.: General Learning Press, 1971.Google Scholar
  20. Wilemon, D.I. and Cicero, J.P. The project manager—anomalies and ambiguities.Academy of Management Journal, 13 (3): 271, 282, 1970.Google Scholar

Copyright information

© Saul Feldman 1975

Authors and Affiliations

  • Kenneth R. Wedel
    • 1
  1. 1.the School of Social WelfareThe University of KansasUSA

Personalised recommendations