The more complex an organization is, what relationship exists between the number of its divisions and the need for integrating roles?

In complex organizations, the relationship between the number of divisions and the need for integrating roles is vital for efficient operation. As an organization's complexity increases, typically represented by an increase in the number of divisions, there is a greater need to coordinate activities across those divisions.

Each division may focus on specific products, markets, or functions, leading to specialization. However, this specialization can also create silos where each division may pursue its own goals without aligning with the overall organizational objectives. Therefore, integrating roles become necessary to ensure that the different divisions work cohesively towards a common purpose, share resources effectively, and communicate clearly.

Options that suggest fewer divisions require more integration do not acknowledge that complexity tends to arise with a greater number of divisions, necessitating more integration to achieve synergy and maintain alignment. Thus, it is the increase in divisions that significantly escalates the complexity of coordination efforts required, thus confirming that more divisions indeed require more integration to function effectively within the broader organizational strategy.