Experience in designing and using a flat structure in a multi-project research organization
In early 1986, the organization of the Management Systems Laboratories (MSL) was changed from a standard matrix to a flat organization. The flat organization contributed more negative influences on the organization and its goals than positive ones. One year later, the flat organization was changed to a standard hierarchy and most negative influences were overcome. Before, during, and after the flat organization, MSL saw significant growth in funding and in its resource needs. This paper is an account of an experience with a type of flat organization, why we changed to that organization, what worked and what didn't, why we changed away from that organization, what we learned from the experience, and what we would recommend for research organizations considering flat organizations. The authors include the founder and director of MSL, a senior manager during the experience who informally served as historian, and a manager in the organization that sponsored much of MSL's research during MSL's experience with a flat organization. 1 fig.
- Research Organization:
- Virginia Polytechnic Inst. and State Univ., Blacksburg, VA (USA)
- Sponsoring Organization:
- USDOE; USDOE, Washington, DC (USA)
- DOE Contract Number:
- FG02-88DP48058
- OSTI ID:
- 5710279
- Report Number(s):
- DOE/DP/48058-T6; ON: DE91012427
- Country of Publication:
- United States
- Language:
- English
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