1. Some people argue that the matrix structure should be adopted only as a last resort because the dual chains of command can create more problems than they solve. Discuss. Do you agree or disagree? Why? 2. What is the virtual network approach to structure? Is the use of authority and responsibility different compared with other forms of departmentalization? Explain. 3. The Hay Group published a report that some managers have personalities suited to horizontal relationships such as project management that achieve results with little formal authority. Other managers are more suited to operating roles with much formal authority in a vertical structure. In what type of structure—functional, matrix, team, or virtual network—do you believe your personality would best fi t? Which structure would be the most challenging for you? Give your reasons.
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