1. An organization chart should be trusted 'only so far' because it only provides a formal depiction of the hierarchy and reporting relationships within an organization. It does not account for informal relationships, power dynamics, or the influence of social networks that exist within the organization. 2. Informal structures can be good for organizations in several ways. They can foster creativity and innovation by allowing for more organic and spontaneous interactions. They can also facilitate communication and collaboration, as they are often based on personal relationships and shared interests. 3. A matrix structure combines functional and divisional forms by having employees report to two managers: one from their functional area and one from the product or project they are working on. This allows for better coordination and communication across different parts of the organization. 4. An organic design is likely to be quicker and more flexible in adapting to changes than a mechanistic design because it is less rigid and hierarchical. It encourages collaboration and communication across different parts of the organization, which can facilitate the sharing of ideas and the implementation of changes