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Matrix management of a functional organization during change-case history

The Department of Energy's contractor-managed Idaho National Engineering and Environmental Laboratory (INEEL) employs about 5800 people. In October 1994, the Lockheed Martin Idaho Technologies Company (LMITCO) took over sole management of the INEEL, consolidating the operation of five separate operating companies. The mission, priorities and future of the INEEL were in a state of flux. Matrix management was introduced as part of the Company's overall plan to operate INEEL like a business. It was applied to the research and development (R&D) branch of LMITCO but less defined for the operations branches. Two types of line managers were defined. "Home managers" were defined as functional managers. "Work managers" were defined as project/program and operational managers. As a result, with few exceptions, R&D staff had two bosses. This paper relates the matrix management experiences of the Chemical and Environmental Engineering (C&EE) Department, a functional department of the R&D branch. Department specialists support all branches of LMITCO.