Wilmont Pharmacy has a balanced matrix organizational structure. The President oversees the CIO and VP of Operations. The CIO and VP of Operations each lead teams responsible for different functions like IT, retail operations, and procurement. Project managers lead cross-functional teams on specific projects while staff also report to their functional managers. This balanced structure allows Wilmont to coordinate projects while maintaining functional expertise.
Wilmont Pharmacy has a balanced matrix organizational structure. The President oversees the CIO and VP of Operations. The CIO and VP of Operations each lead teams responsible for different functions like IT, retail operations, and procurement. Project managers lead cross-functional teams on specific projects while staff also report to their functional managers. This balanced structure allows Wilmont to coordinate projects while maintaining functional expertise.
Wilmont Pharmacy has a balanced matrix organizational structure. The President oversees the CIO and VP of Operations. The CIO and VP of Operations each lead teams responsible for different functions like IT, retail operations, and procurement. Project managers lead cross-functional teams on specific projects while staff also report to their functional managers. This balanced structure allows Wilmont to coordinate projects while maintaining functional expertise.
Wilmont Pharmacy has a balanced matrix organizational structure. The President oversees the CIO and VP of Operations. The CIO and VP of Operations each lead teams responsible for different functions like IT, retail operations, and procurement. Project managers lead cross-functional teams on specific projects while staff also report to their functional managers. This balanced structure allows Wilmont to coordinate projects while maintaining functional expertise.
Wilmont is a major retailer and their main business is retail, but they also participate in various market activities so that classic functional company does not fulfil its purpose. Also, because their single job isn’t that special and complex in nature, projected organization doesn’t seem fair, either. So organization serves better for this kind of company matrix type since matrix organization reflects a mix functional and projected characteristics. PMBOK Guide book has categorized matrix organizations as fragile, balanced, and solid, based on the relative power and control between functional and project managers. According to that classification this model can classified as balanced matrix classification, where there is a full-time project manager but the project manager doesn’t the full authority over the project funding and also the project staff are working only part time on the project while still handling their functional responsibilities.
