ORGANIZATIONAL EFFICIENCY OF ENTERPRISES UNDER MANAGEMENT PROCESS TRANSFORMATION: STRUCTURAL DYSFUNCTIONS, COMMUNICATION BARRIERS AND MANAGEMENT CONSTRAINTS

Abstract

The purpose of the paper is to investigate the causes of organizational dysfunctions in enterprises and to determine their impact on the effectiveness of management processes under conditions of business environment transformation. The study focuses on structural problems of organizations related to management level overload, duplication of functions, unclear responsibility distribution, communication barriers, and the formation of management constraints. Methodology. The research is based on a systemic approach to the analysis of organizational structures, structural-functional analysis, comparative analysis of management models, and generalization of modern scientific approaches in the field of organizational design and management. The theoretical framework of the study includes the concepts of organizational structure, the Theory of Constraints, the process approach to management, and contemporary approaches to organizational development. Results. The results of the research demonstrate that organizational dysfunctions have a complex nature and emerge due to inconsistencies between enterprise structure, functional distribution mechanisms, and information flows. The analysis shows that managerial overload, duplication of tasks, unclear responsibility, and communication isolation of departments create systemic constraints that reduce decision-making speed and limit the ability of enterprises to adapt to changes. A generalized model of organizational dysfunction development has been identified, demonstrating the interconnection between structural transparency, responsibility distribution, communication efficiency, and organizational performance. Practical implications. The obtained results can be used for diagnosing organizational problems in enterprises and improving management mechanisms. The findings provide a basis for developing approaches aimed at increasing structural transparency, improving internal communication, strengthening coordination between departments, and enhancing organizational adaptability. Value / originality. The scientific originality of the research lies in the comprehensive analysis of the relationship between structural dysfunctions, communication barriers, and management bottlenecks as interconnected elements of a single system of organizational inefficiency. The study contributes to a deeper understanding of how internal organizational factors influence enterprise management effectiveness in conditions of transformation.