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[100% Off] Matrix Management: Two Bosses And No Direct Authority [En]
matrix management | matrix organization | influence without authority | raci | okr alignment | cross functional teams
What you’ll learn
- Tell which of the three matrix types you are actually in
- and what each does to authority,Read where power sits when the chart says two people share it,Align several functions on one set of goals with named owners,Use RACI to settle who decides
- who is consulted and who is merely informed,Apply the six levels of delegation to work you do not formally control,Define what a role owns when two managers are directing it,Negotiate agreement instead of issuing instructions
- and handle the objections,Facilitate the meeting where two functions want opposite things,Learn alongside Mikes 1.6 million students from 185 countries,Get the authors experience from Preply
- Wargaming
- iDeals and Alfa-Bank
Requirements
- A job with dual reporting
- shared resources or accountability without authority,No background in organisational design required,Access to your org chart and your current quarters goals,English at intermediate level or above
- since all lessons are in English,Willingness to write down who actually decides things
- which is often uncomfortable
Description
This course contains the use of artificial intelligence.
A matrix is a structure where someone has two managers with different priorities and no mechanism for reconciling them. It does not survive on people being good at getting along.
Why it goes wrong so predictably
Both managers are reasonable. Both have real priorities. Neither has agreed with the other what happens when those priorities collide, so the person in the middle resolves it — usually by pleasing whoever asked most recently, or whoever is more senior, or whoever they are more afraid of. Nobody designed that decision rule and everybody lives with it. I have been the person in the middle and I have been one of the two managers, and the failure looked identical from both positions: nothing had been written down.
What this course actually covers
Seven blocks, built on the four things a matrix actually runs on. First, the construction itself: the three types of matrix, how power distributes inside each, where accountability separates from authority, span of control, and how a matrix gets introduced or changed. Second, shared goals in place of a shared manager — eight lessons on aligning several functions on one set of objectives with named owners, running the quarterly cycle, and connecting it to review and reward. Third, who decides what: the RACI model and the six levels of delegation. Fourth, what a role actually owns when two people direct it, and how to write that so both managers read it the same way. Fifth, negotiating rather than instructing, including objection handling and closing. Sixth, facilitating the meeting where two functions want opposite things. Seventh, open conflict — escalation, prevention and mediation.
A note on two of the blocks
Nine of the forty-three lessons come from a people-management frame: delegation is taught using employee examples, and the role profile as an instrument of the people function. The apparatus is exactly what a matrix needs — RACI, the levels of delegation, describing responsibility as observable action, and linking a role to its goals. Only the examples come from one department.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, working across a matrix through its fastest growth, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 43 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: the six design drivers, the three matrix types, the goal cycle, RACI, the six levels of delegation, role profiles and scorecards, the conflict resolution algorithm
Real organisational cases, including Wargaming and ArcelorMittal
Where to start
Write down the last time two of your priorities were in direct conflict, and who decided which one won. If the answer is that you decided quietly and told nobody, that is the gap this course closes. Enrol now and start today.
