15 Mar Unit 3 discussion response_MT304
13311Elaborate or respond to the discussion post below:
One organization I know well is the U.S. military, and it’s not a flat structure. It is hierarchical, with a clear rank structure and has a chain of command. Orders come from the top and flow down, making sure everyone knows their role and follows orders in a timely manner. This setup works well for the military because it keeps everything organized, ensures discipline, and allows for fast decision making, especially in high-pressure situations. However, the Army at least is pushing more for a mission command approach, so subordinate leaders can adjust or add follow on missions when they still achieve commanders intent and aren’t going way off in the weeds. I will add that sometimes it feels like we receive last minute information, but once you account the actual amount of people the guidance went through to get to the team level it really is pretty quick. Division might be told that all soldiers need to log into a certain account by the end of the day, at the 1000 meeting they push it to the Brigades, at the 1130 meeting it is pushed to the Battalions, at the 1300 meeting it is pushed to the Companies, at the 1500 meeting it is pushed to the Platoons, Squads leaders find out at 1530 and execute the plan, and for situations that aren’t emergencies it works pretty well.
From what I’ve read (pp. 81–82), leadership styles can be autocratic, participative, or laissez-faire. The military leans heavily toward autocratic leadership, leaders give direct orders, and subordinates are expected to follow them without much debate. That said, in certain roles (especially senior commands), there’s some participative leadership, where experienced personnel can share ideas and help with decision-making. I will also add that this is from the perspective as someone who has spent most of their career as an engineer in the Army and the last two as a recruiter.
A company that uses a matrix structure is Boeing. They juggle both functional departments, like engineering, and project teams like DoD contracts. Employees often report to multiple managers for the department and project. Certain job fields in the Army may do so as well, but it’s far less common, where as an organization like Boeing it is the regular operating procedure.
Is Boeing’s Matrix Structure Effective?
Yep, for the most part!
It allows for collaboration across different teams, which is super important for complex projects.
It gives them flexibility to move resources where they’re needed.
It helps with innovation since experts from different fields work together.
But, like anything, it has downsides. The biggest issue is conflicting priorities, employees may get pulled in different directions by multiple managers, and every manager may claim that their concern takes priority. Still, for an industry like aerospace, where projects are massive and require input from all kinds of experts, this setup makes a lot of sense. I believe this is a concern that affects most large organizations but ones with multiple massive projects going on simultaneously may see this more.
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