Abstract

Organisational-structural and behavioural discrepancies in the implementation of the managerial process have been discussed. Specific situations of a discrepancy have been analysed, as well as the relation between them.
It is pointed out that there will be always asymmetry. However, the possibilities for developing the human potential and the results from the realisation of the managerial process will depend on the extent to which specific discrepancies are known and controlled.