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                                                        The Organization of Communications  131




                                                   Executive board

                                 Communication




                                       Marketing   Human resources   Finance  Operations

                          Manager A
                          (internal coms)

                          Manager B
                          (investor relations)

                          Manager C
                          (advertising)





                    Figure 5.2  A matrix structure of communications organization



                    autonomy and functional expertise of communications needs to be secured through
                    vertical structuring into one or a few departments. But, on the other hand, as many
                    academic researchers have equally suggested in recent years, there is a need for much
                    greater coordination and collaboration through horizontal structures working across
                    departments and linking communications with other functional areas within the
                                                                                      9
                    organization.The marketing communications scholars Gronstedt and Thorson, for
                    instance, have responded to this quest for a balance or trade-off between differenti-
                    ation and integration by proposing a matrix structure where vertical and horizontal
                    structures coexist in the dual reporting relationships that any individual communi-
                    cations practitioner in the matrix has. A matrix structure, Gronstedt and Thorson
                    suggest, enables a company to enjoy both the depth of specialized knowledge that
                    the functional departments facilitate and the collaboration across the disciplines through
                    the horizontal structure. Figure 5.2 illustrates such a matrix structure within a sim-
                    ple ‘functional’ organization chart in which communications is organized as a staff
                    department (as in Figure 5.1), and where individual communications managers report
                    to both communications and another department (marketing, human resources,
                    finance or operations) that they serve.
                       Sections 5.3 and 5.4 report on the evidence from academic research and practi-
                    tioner cases on the vertical and horizontal structuring of communications across
                    different types of companies. Section 5.5 then elaborates from this in discussing what
                    explains structure and, in a more prescriptive sense, which organizational form suits
                    a particular company (i.e. manufacturing or service company, small business, public
                    organization, professional service organization, multinational corporation) best.
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