Abstract
Organisations have used matrix structures to stay agile and flexible to do more with less. However, these structures with a dual chain of command have been fraught with power struggles, defeating the purpose of a matrix. Unfortunately, in most cases, the business continues to struggle with these issues. In India, managing the generational difference in family-owned businesses is akin to the matrix organisation and hence has similar complexities.
Human resources (HR) as the custodian of organisation culture has the power to restructure. To do this, HR first needs to reinvent itself and make itself a trusted partner to the business. This article highlights some of these practices that HR needs to unlearn and learn that would help HR address the organisation structure to peak performance.
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