The matrix organization. Case study in a Romanian project-based non-governmental organization

Abstract

This article analyses a project-based organization’s structure in the context of a variable availability of funds and, consequently, a variable number of projects from one year to another, that translates in constant expansions and contractions of employees’ numbers and department sizes. The organization’s structure started as a number of project teams that expanded until the need for horizontal structure was obvious and departments were implemented, composed of employees with similar positions in different project teams. This matrix structure allows the organization to be flexible with projects being implemented at the same time, the departments growing or contracting in direct correlation with the number of projects.