LB Brands,a Western Canada Marketing Company,had Grown to 100 Employees

LB Brands,a Western Canada marketing company,had grown to 100 employees.Joan Farris the Vice President of Marketing spends much of her day developing and coaching people and helping to solve problems.She has a prescribed employee performance management process.She feels that decisions concerning her employee staffing,training and performance appraisals are her responsibility.Jay Carter,the Vice President of HR,feels that LB Brands must have consistent HR practices and that staffing,training and performance management decisions must be centralized in the HR department.
-Please refer to Scenario 1.1.What is the problem at LB Brands?

A) HR demands have grown with the increased number of employees.
B) organizational growth and complexity has increased HR demands
C) unclear lines of responsibility and decision making authority
D) failure to recognize the HR manager's ultimate decision-making role