In a matrix organization, what problem might arise from employees reporting to multiple supervisors?

In a matrix organization, employees often have responsibilities to multiple projects or teams, which means they report to more than one supervisor. This structure is designed to improve flexibility and utilization of resources; however, it can lead to significant challenges, one of which is confusion over which superior to respond to first.

When employees receive instructions or requests from different supervisors, they may find themselves in a situation where priorities conflict. For example, one supervisor may assign a task that requires immediate attention, while another may set a different deadline for another project. This can lead to unclear expectations, increased stress, and inefficiencies as employees struggle to determine where to focus their efforts.

The other options, while potentially beneficial in certain contexts, do not accurately reflect a common problem in matrix organizations. Improved communication and quicker decision-making processes may occur in some scenarios, but they are not inherent advantages of the matrix structure and do not directly relate to the issues caused by dual reporting lines. Enhanced specialization could occur from having access to various skills across supervisors, but it does not address the potential confusion faced by employees. Thus, the confusion arising from reporting to multiple supervisors is a critical concern in a matrix organization.