Abstract
Managers and supervisors must address the degree to which all goals within the organization coincide with one another, recognizing the implications of congruence and/or incongruence. With both constructive goal congruence and constructive goal incongruence, congruence between the organization and its employees is ultimately achieved because of inherent healthy relationships that exist throughout the different levels of the organization. On the other hand, destructive goal congruence occurs when goals are communicated inaccurately from the top level of the organization down to the bottom (because of a lack of commitment to the goals somewhere along the communication chain), but when front line employees nevertheless support the goals being communicated. With both constructive goal congruence and constructive goal incongruence, the organization is in a favorable position. With both destructive goal congruence and incongruence, however, the organization is in an unfavorable position that will be difficult to change. Focusing on specific relationships within the organization would be a good start.
