ABSTRACT
In contrasting Functional and Task Force Organizations it is straightforward to point out the structural aspects which differentiate between them. The effect of this over time is that very different sets of attitudes, instincts and behaviour emerge within the two organizations that are not revealed simply by reference to an organizational chart. This perception of a customer-focused team' provides great comfort to the ultimate owner of the product in question. The risk of failure is often directly attributable to uniqueness of project work and in particular the uncertainty that this generates and how it inhibits a rule-based approach to management. The short-cycle repetitive, low risk, rule-based environment stands in stark contrast to that of a task-orientated culture. The stability and permanence of Functional Organizations provide an opportunity for an established career path. The unitary chain of command associated with both Functional and Task Force Organization is compromised. Both of these cultures are represented in Matrix, and inevitably they will clash.
