Matrix organization focuses on the shift from cost center or process input planning to product output or results planning. Matrix organization puts the personnel and the resources where they are needed to get the job done. This management efficiency is brought about by dividing all organizational activities into two areas: (1) input or maintenance services are dubbed "functions," that is, research, marketing, legal services, program development, evaluation, financial, and (2) output or product results that come directly from "program management," that is, the personnel and resources on the "line" that actually do the needed job for the client--the student. Functions tend to be "staff" responsibilities; project management or matrix modes tend to be "line" or production responsibilities. Matrix organizational theory focuses management's attention on productivity rather than on institutional maintenance. This paper proposes an analysis of how existing practices judged effective in the New Jersey Department of Education can be maintained or expanded, and how those management practices judged less than effective may be changed or discontinued. (Author/MLF)