Matrix organizations do not usually minimize costs or simplify communication. They often increase communication complexity because employees may report to both functional and product, project, or geographic managers. This dual authority can create conflict, role ambiguity, slower decisions, and stress. However, matrix structures can provide flexibility by allowing resources and expertise to move across projects or product lines. Option A is true because functional and product managers may disagree over priorities. Option B is true because dual command can increase workplace stress. Option C is true because flexibility is a major benefit of matrix design. Internal audit should assess whether accountability, approval authority, and conflict resolution are clearly defined in matrix structures. Therefore, Option D is false.