Which organizational structure gives the project manager only informal authority over team members and little or no input into performance appraisals?

Introduction / Context:
Organizational structure strongly influences the authority of the project manager and how resources are allocated. In PMI oriented project management, structures are often classified as functional, matrix (weak, balanced, or strong), and projectized. Examination questions regularly ask which structure gives the project manager limited authority and minimal influence over team members' performance evaluations, because this affects how the project manager must lead and communicate.

Given Data / Assumptions:

• The question asks about a situation where the project manager has only informal authority.
• The project manager has little or no input into team members' performance appraisals.
• Answer choices include weak matrix, functional, strong matrix, and composite organizational structures.
• PMI based definitions of these structures are assumed.

Concept / Approach:
In a weak matrix organization, the structure is closer to a functional organization. Functional managers retain most authority over resources and performance evaluations. The project manager acts more like a coordinator or expeditor, with limited power to direct staff. In a strong matrix or projectized organization, the project manager has high authority. A functional organization gives almost all authority to functional managers and may not formally recognize a project manager role. The described combination of informal authority and some project coordination responsibility matches a weak matrix environment more than the other options.

Step-by-Step Solution:
Step 1: Recall that in a weak matrix, the project manager has low authority and primarily coordinates work rather than directing it. Step 2: Note that performance appraisals and administrative control remain primarily with functional managers in this structure. Step 3: Compare this with a functional organization where there may be no formal project manager role at all, just functional managers. Step 4: Select weak matrix as the structure where a project manager exists but has only informal authority and little appraisal influence.

Verification / Alternative check:
PMI style tables comparing organizational structures show that in a weak matrix, the project manager's authority is low, resource availability is low, and the project manager's role is often part time. Functional managers remain dominant. In a strong matrix, authority is high and the project manager behaves similarly to a projectized environment. This comparison supports the conclusion that the described situation fits a weak matrix structure.

Why Other Options Are Wrong:
Option B, a functional organization, typically has no true project manager role and gives essentially all authority to functional managers, so the description of a project manager with informal authority does not fit as closely. Option C, a strong matrix, gives the project manager substantial formal authority and significant input into performance appraisals, which contradicts the question. Option D, a composite organization, is a hybrid structure and does not specifically define the project manager's authority as being consistently informal and low across the organization.

Common Pitfalls:
A common pitfall is confusing weak matrix with purely functional organizations, because both limit project manager power. The key difference is that in a weak matrix a project manager role formally exists but with low authority, whereas in functional structures, work is often managed entirely within departments. Another pitfall is thinking that any matrix structure automatically gives strong authority to the project manager; in reality, only balanced and strong matrix structures do so. Understanding these nuances helps you correctly answer exam questions about organizational context.

Final Answer:
The described organization is a weak matrix structure, where the project manager has only informal authority and limited influence over performance appraisals.