The company decided to create a matrix structure to operate under after the merger. For the most part, managers at Medical One would continue to report to the same functional directors they had before, but each manager would also now answer to another director, a region-based efficiency expert (in this case, Colleen). This structure tends to be more flexible, allowing quicker adjustments. It also means two chains of command, which can cause stress and power struggles. Which organizational behavior is likely to be most negatively affected as a result of the merger (see p. 501)?

	a.	Job performance
	b.	Citizenship behavior
	c.	Counterproductive behavior
	d.	Affective commmitment