Hanging up the phone after talking to the VP of Asia, you feel dismayed. You're the new CEO of a global organization that has four fairly autonomous divisions in Asia, North America, the Middle East, and Europe. You had asked the Asia VP if he would take over manufacturing capacitors for sale in Europethe same capacitors he produces for the Asian marketso that you can shut down an expensive plant located in France. He refused because he said high shipping costs to Europe would make the production of the items less profitable and would therefore reflect badly on his division's bottom line. And sadly, this is just one example of resistance you've been getting from managers across all four independent divisions. Looking ahead, what should you do to address the need for better coordination in your global organization? Group of answer choices Replace all four division heads with more cooperative managers Restructure the organization along global product lines, rather than geographic divisions Set up a global product development system Maintain the management and structure as they stand