Please answer this question as soon as possible 150 words each answer

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In 2005, People Pro, a consultancy firm in Birmingham, was in meltdown. With a growing number of market and technological challenges, the company was grappling with a structure that did not work and in which all roads led back to Managing Director Mike Peterson. People Pro realized that they had to find a better way of working. This meant finding a way of decentralizing the business to get away from a line management structure that put Mike and everyone else under huge pressure. They also recognized that they needed to invest in developing their people if they were going to succeed. On discussion with the investors of the firm, it was decided that to cope with technological challenges, there was need to change from being a desktop-based business used by specialists, to online systems used by a wide range of business customers and sectors. Another major suggestion was that a new organization structure, preferably a matrix structure would suit the organization. This meant that the business would become increasingly self-managed and anyone rather than just Mike could lead a project. Mike felt this was a good idea as he believed that following this structure everyone could be a leader at some point in their role. Yet few of the senior members of the firm expressed their discontentment with regard to the choice of the new structure. According to them many line managers in the firm had informally expressed their disappointment in the support they get from their HR teams and a matrix structure would lead to more line and staff conflicts. Questions (Each questions carries 5 marks) : i. Identify the challenges faced by People Pro. ii. Analyze the potential problem areas in decentralizing in People Pro. iii. Examine in detail whether a matrix structure would suit this organization better? iv. According to you what are the viable solutions to address the challenges faced by People Pro