Academic Scientific JournalsMisalignment as a source of organizational dysfunctions
Keywords:
misalignment, dysfunctions, valueAbstract
One of the important sources of organizational dysfunctions is misalignment. This phenomenon concerns improper relations within the organization as well as relations between the organization and the environment. Strategic misalignment is understood as such phenomena and solutions that hinder the harmonious implementation of the strategy and cause fragmentation of the organization. Operational misalignment refers to the quality ofrelationships between organizational systems and mean that these systems are configured in a way which makes their cooperation more difficult or impossible. The article is based on interviews conducted with entrepreneurs and managers as well as case studies. The analysis allowed to identify strategic misalignments, such as the contradiction between the vision of the organization and its strategic goals, the organization’s misalignment with the expectations of clients, or even disputes and conflicts of interest between organizations and their strategic clients. A number of mismatches at the operational level have also been identified, such as disproportions in the level of formalization between organizational subsystems, misalignment of the remuneration system with individual and group aims, inconsistency of the employee appraisal system and motivational instruments, and others. The relationship between strategic and operational misalignments is reciprocal – misalignments that occur in one area have a dysfunctional impact on another area. Organizational misalignments have a negative impact on the company’s value. Their effect may be the reduction of organizational development opportunities, conflicts, lower revenues or higher operating costs. In certain cases, very negative image effects may occur. Well-diagnosed organizational misalignments can be an impulse to restructure the company.
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