The result of delayering is most likely to be:

Delayering refers to the process of removing one or more layers of management from an organization's hierarchy. This strategic choice aims to create a more efficient and responsive organizational structure. By reducing the number of management levels, decision-making processes can become quicker, and communication often improves, since there are fewer layers for information to pass through.

As a result of delayering, the organization typically becomes flatter, meaning there are fewer levels of management between the staff and the senior executives. This flatter structure can promote a more empowered workforce and foster greater collaboration among employees, as teams may work more closely with upper management than in a taller, more hierarchically structured organization.

The other options do not align with the typical outcomes of delayering. A taller organization would have more layers of management, which is the opposite of what delayering achieves. Increased managerial oversight would suggest that there are more managers involved in overseeing activities, contradicting the reduction in management layers. Lastly, the notion of no organizational change fails to acknowledge the fundamental shifts in structure and dynamics that occur when layers are eliminated. Therefore, the most likely result of delayering is indeed a flatter organization.