Causes and consequences of organizational mismatches

The aim of this paper is to show the causes and consequences of selected dysfunctional organizational mismatches. The problem of organizational mismatches concerns improper relations within an organization, as well as relations between the organization and its environment. The paper is based on interviews with entrepreneurs and managers and case studies. The analysis allowed us to identify strategic mismatches, such as the contradiction between the organization's vision and its strategic goals, the organization's mismatch with clients' expectations, or even conflicts and conflicts of interest between organizations and their strategic clients. A number of mismatches at the operational level have also been identified, such as disparities in the level of formalization between organizational subsystems, mismatches between the remuneration system and individual and group objectives, inconsistencies in the staff appraisal system and incentive instruments, and others. A number of inconsistencies between the strategic level and the operational layer of the organization have also been observed. The relationship between strategic and operational mismatches is two-way – mismatches in one area have a dysfunctional effect on another. They may result in a decrease in overall efficiency, a decrease in the development capabilities of the organization, conflicts, a decrease in revenues, or an increase in operating costs. In certain cases, very unfavourable image effects may occur. Well diagnosed organizational mismatches may constitute an impulse to restructure the company.