MATRIX REPORTING – A DOUBLE EDGED SWORD?

Having worked in the structure of matrix reporting four times in my life time, I have had the pleasure, trials and tribulations of this structure. Things were different when it commenced, post liberalization, was more confusion and white hegemony than the effectivity. Things are better organized, but, yet, precarious. Work from home scenario has made it all the more, shaky if not in disciplined in nature. All said it has its pros and cons and ups and downs. Matrix reporting structure is more about management than synergy, more of balancing egos and a happy boss.

Question is which one?

Allow me to explain and share some anecdotal myths, strengths and weaknesses with hacks and tips in this write up.

The matrix structure is a type of organizational reporting structure set up like a matrix or grid. Unlike a traditional hierarchy wherein employees report to a boss, in a matrix organization, employees report to an Administrative manager and a Functional /Product/Project manager. In real term the reporting structure is termed Administrative reporting where the partial reporting is to the local Manager/Head and Direct Reporting or Functional reporting is to the Functional head in other location, elsewhere than the India/Country, if the company is an MNC.

Yes, matrix reporting, where employees have multiple managers or reporting lines, has both benefits and challenges.

Benefits

1.??? Increased Flexibility: Employees can work on multiple projects or teams, leveraging diverse skills and expertise.

2.??? Improved Communication: Encourages cross-functional communication and collaboration.

3.??? Resource Optimization: Efficient use of personnel across projects and departments.

4.??? Job Satisfaction: The employee has complete residential freedom with no one closely monitoring him/her and feels the independence in role.

Challenges

1.??? Conflicting Priorities: Employees might receive conflicting instructions from different managers.

2.??? Complexity in Management: More difficult to manage and coordinate multiple reporting lines.

3.??? Employee Stress: Can lead to increased stress and confusion due to multiple demands.

4.??? Maturity Challenge: In the event the employee is a young and inexperienced, things could get too difficult as there no one to advise or caution him/her at every step of the project.

Balancing these factors requires clear communication, defined roles, and effective conflict resolution strategies and above all a strong superior manager.

If the objective is more from the point of view of management per se and not synergizing and building on trust then the conclusion will be mass mismanagement. Matrix structure is NOT effective for multinationals organisations that are trying to graduate from a small business to a mid-size business or for the matter expanding from one business line to multiple business lines in a high growth environment.

I have had American reporting twice, British reporting once and a French reporting averaging to 5 years of reporting in each company. In the 90’s it was more of Bharat darshan for the Manager landing up every quarter followed by a burning of the lamp and the usual Indian welcome, mass meeting, presentation, quick informal plant visit, if not visit to some obsequious distributors, a bit ?of Golf, Dinner was gala affairs - Treating them to Peshawari at the ITC or a visit to Mahabalipuram in Chennai, the Taj Mahal or a meeting in Goa.

Americans love local hospitality treatment as long as you do your work and spice it up with timely report and some saucy gossip about the Indian Head. Lots of guffawing laughter and brilliant the usual Uncle Sam dentistry smile. Don’t be fooled that because you took him out for dinner or a dress rehearsal welcome with taam-jham that he/she will ignore your performance? Americans are about getting work done – end of the day. He will call you when he needs you and that could be midnight or half past two at night as well. Howdy, Sooom with a cheery tone middle of the night.

British on the other hand were meant to divide and rule being as suave and mentally keen. The angrez bada-sahab will enjoy the hospitality and will ensure you live up to their Trust. They are so suave in arm twisting that you will never even realise that you are in a twisted not until a week after they have left. Some may even shock you by saying their forefathers were there before WWII. Such, British love boasting about how much they love spicy food and ask for more of the morning torture as if to prove a point. Low, behold the next day they will not come to the office stating fever. Unlike the American’s the British will not comment elaborately and show the cards openly.

Whilst, the French as typically racial, understand little zilch about the Indian culture, will comment openly about what they have heard and read about the big back ward India. Remember the French are solving their employment issues by having the Matrix boss figuratively, most probably a she will probably be someone they wish to save from the axe.

Past experiences of having a Gora/White expatriate as a Reporting Manager have been the distance turning spoil sport in the relationship. Important thing is to note that all of them, European and American value their weekends very importantly. You cannot contact them in the weekend. Not acceptable! German, French and the Swiss are out either skiing in winter or to an exotic Riviera some where in the driving distance. Another thing is to remember that the white man sleeps after 6:00 pm in the weekdays and disturbing the King gets you no brownie points, no matter how vital the issue is. However, the vis a versa is absolutely applicable as the moment he discovers or hears or a discrepancy is realised, he/she will call you no matter if you are asleep at midnight or in the hospital. No practical etiquette required in this situation. When you visit him, you will be part of team of all his global reportee and day filled with inane presentation and no direct discussion one to one. Even, if there is a one to one, he will spend a major time laughing with that star eyed female from Hongkong or Singapore, more that spend with you. Office Lunch will of course play the spoil sport where every other join in fun, frolic and jokes. Remember, you came thousands of kilometers just for this.

So, how do you get the moment of time with your boss or Reporting Functional Manager? How do you get to know him? Preferably he will have a telephonic call on your appraisal and will finally agree on the Bell curve increment by your local Administrative Manager. By, the time you have set your one to one, he will have shifted, elsewhere, globally. This is one situation you need to work on. Also remember your Superior reporting boss has bad days, too. The Question is how?

You will understand by sometime that the basic irritant between you and the Reporting Functional Manager is simply – Communications. You have to figure out time lags, electronic glitches, Long midnight Zooms and miniscule face to face and listen carefully. One time I had my HR Matrix Functional Manager at Flushing, watching Roger Federer, chewing possibly, Col. Saunders Chicken and instructing me on the percentage of Increment budget allocated to India. Up to you, what you infer from this.

Here are some tips and pointers for managers with American and European direct reporting:

Communication

?? Understand Cultural Differences: Europe is diverse, with varying communication styles. Learn the specific preferences of your team members from different countries. Americans are straight shooters and fun loving, learn to catch the minute detail from the comments or joke.

?? Clarity and Precision: Be clear and precise in your communication. Many Europeans appreciate thoroughness and attention to detail. Do not over speak or over emphasize. If you go around in circles, they will dump you. Americans generally appreciate clear and direct communication. Avoid being overly vague or indirect in your instructions and feedback. For God’s sake do not change your stance every time.

?? Respect for Formality: In some European cultures, formal communication and titles are important. Be mindful of this in your interactions.

Feedback

?? Constructive and Balanced: Provide balanced feedback, combining constructive criticism with positive reinforcement, only if asked for. Americans value positive reinforcement. Recognize and reward good performance and achievements in your team.

?? Cultural Sensitivity: Tailor your feedback approach to align with cultural norms. Some cultures may prefer direct feedback, while others may appreciate a more nuanced approach.

Decision Making

?? Consensus Building: In many European cultures, decisions are often made through consensus. Engage your team in discussions and seek their input before making decisions. Don’t work with a blocked ear.

?? Involve the Team: Engage your team in the decision-making process. Americans often value collaborative and inclusive approaches. If Americans see you being the heavy boss, they come down on you like a ton of bricks.

?? Transparency: Be transparent about the decision-making process and the reasons behind decisions.

?? Once a decision is made, be clear about the next steps and ensure everyone understands their roles and responsibilities.

Work Culture

?? Work-Life Balance: Respect and promote work-life balance. Many European countries have strong labor laws and cultural expectations around working hours and personal time. Respect work-life balance. Encourage taking breaks, vacations, and personal time off.

?? Flexibility: Request for flexible working hours or remote work options if possible. Many Americans appreciate having control over their schedules.

?? Respect for Holidays: Be aware of and respect national holidays and vacation periods, which can vary significantly across Europe.

?? Remember: Never be in Europe before or after a festival holiday, like Easter or Christmas – Streets can be lonesome.

Professional Development

?? Invest in Training: Support professional development by offering opportunities for training, education, and skill enhancement. Westerners value a new sharp skill.

?? Career Paths: Identify and pursue clear career paths within the organization, if not, move.

Cultural Sensitivity

?? Diversity and Inclusion: Foster an inclusive environment that values diversity. Respect and celebrate different cultural backgrounds and practices.

?? Advise them: India has its taboos of social endearment such winking a woman, kissing and hugging woman. The French refuse to appreciate this.

?? Understand Local Customs: Be aware of American customs, holidays, and social norms. Participating in or acknowledging these can help build rapport.

?? Local Customs: Be aware of and sensitive to local customs and social norms, and incorporate them into your management style.

Management Style

?? Empowerment: Empower your team by delegating responsibilities and trusting them to execute their tasks independently.

?? Structured Approach: Many Europeans appreciate a structured and organized approach to work. Ensure that plans, processes, and expectations are well-defined.

?? Set Clear Goals: Set clear, achievable goals and expectations. Ensure everyone knows what success looks like.

?? Incentives: If you have a Team, offer incentives that align with your team's values and motivations, such as recognition programs, or professional development opportunities. Ask them to present the awards during their visit, they love this type of Role.

Motivation

?? Set Clear Objectives: Set clear, measurable objectives and provide the necessary resources to achieve them.

?? Intrinsic Motivation: Recognize that many Europeans value intrinsic motivation, such as job satisfaction and professional growth, over extrinsic rewards.

Conflict Resolution

?? Address Issues Promptly: Address conflicts or misunderstandings promptly and fairly. Don't let conflicts fester. Address issues as they arise to prevent them from escalating.

?? Mediation Skills: Develop mediation skills to help navigate and resolve conflicts effectively, considering cultural sensitivities.

Adaptability

?? Stay Informed: Stay informed about local and regional developments that may impact your team. Stay informed about industry trends and changes. Adapt your management style to stay relevant and effective.

?? For God’s sake do not copy them, they get irritated and create personal jokes. Most Indians tend to copy their twang.

?? Feedback Loop: Regularly seek feedback from your team on your management style and be willing to make adjustments based on their input.

Legal and Regulatory Compliance

?? Understand Labor Laws: Familiarize yourself with the labor laws and regulations in each country where your team operates. Compliance is crucial in maintaining a positive work environment. Foreign bosses will ask weird practices as a step-in generosity, so stand guard and stand by your legal laws.

?? Data Protection: Be aware of data protection laws, such as GDPR, and ensure your practices comply with these regulations.

?? Implementing these tips can help you manage your European direct reports effectively, fostering a positive and productive work environment.

?? Compliance: This is the only visible clear line of control, so never be late in your compliance reports. It is seen in bad light.

Matrix reporting to foreign bosses can be a double-edged sword. While it offers the advantages of diverse perspectives, increased collaboration, and access to broader resources, it also poses challenges such as potential communication barriers, cultural misunderstandings, and conflicting priorities. Balancing these dynamics requires strong communication skills, cultural sensitivity, and strategic alignment to leverage the benefits while mitigating the drawbacks.