CO-ORDINATION & APPROACHES TO CO-ORDINATION

SUMMARY

1) What is co-ordination?

2) Meaning of co-ordination

3) Elements of co-ordination

4) Characteristic features of co-ordination

5) Types of co-ordination

A) Internal & external co-ordination

B) Vertical & horizontal co-ordination

6)Principles of co-ordination

7) Approaches to co-ordination

8) Significance of co-ordination

What is Co-ordination ?

According to G.R. Terry,“Co-ordination is the orderly synchronization of

efforts to provide the proper amount,timing ,and directing of execution in harmonious and unified actions to a stated objective.”

Henry Fayol states , “to co-ordinate is to harmonize all the activities of a concern in order to facilitate it’s working and success.”

MEANING OF CO-ORDINATION1) Co-ordination implies an orderly pattern or

arrangement of group efforts to ensure unity of action in the pursuit of common objectives.

2) Co-ordination requires unification of diverse and specialised activities.

3) The purpose of co-ordination is to secure harmony of action or team-work and concurence of purpose.

Elements of Co-ordination

According to Allen,“a manager in managing must co-ordinate the

work for which he is accountable by balancing ,timing and integrating.”

The three elements of Co-ordination are :-1) Balancing 2) Timing3) Integrating

Characteristic Features of Co-ordination

1)Co-ordination is not a distinct function but the very essence of management.

2)Co-ordination is the basic responsibility of management and it can be achieved through the managerial functions.

3)Co-ordination does not arise spontaneously or by force.4)The heart of co-ordination is “unity of action”.5)Co-ordination is a dynamic process.6)Co-ordination is required in group efforts ,not in individual

effort.7)Co-ordination has a common purpose of getting

organisational objectives accomplished.

Types of Co-ordination

On the basis of scope or coverage ,1) Internal & External Co-ordination

On the basis of flow,2) Vertical & horizontal Co-ordination

Internal Co-ordination :- 1) Planing & Co-ordination – A well thought plan of

action promotes coordination and a haphazard plan retards it.

2) Organising & Co-ordination – Organisation aims to secure coordination among various human and physical resources.

3) Direction & Co-ordination – Co-ordination is facilitated by good directing.

4) Control & Co-ordination – Controlling must see that there exists a co-ordination and harmony in working.

External Co-ordination :-

External influences and forces where the co-ordination is most needed :-

1) Owner ,employees and customers2) Government Regulations3) Changing Technology4) Other entreprises5) Business and Political Environment

VERTICAL AND HORIZONTAL CO-ORDINATION

Vertical coordination is required to ensure that all levels in the organisation act in harmony and in accordance with the goals and policies of the organisation.

Horizontal co-ordinationEg: Pyramid & Pizza concept.

Principles of Co-ordinationMary Parker Follet has laid own four principles for

effective co-ordination:1) Direct personal contact- Direct communication is

the most effective way to convey ideas and information.

2) Early beginning-Coordination can be achieved more easily in early stages of planning and policy-making.

3)Reciprocity-All factors in a given situation are reciprocally related.

4)Continuity-Coordination is an on-going or never-ending process rather than a once-for –all activity.

Approaches to Co-ordination

The main techniques of effective coordination are as follows :- 1)Sound planning – The goals of the organisation

and goals of it’s units must be clearly defined. 2)Simplified organisation – A simple and sound organisation is an

important means of coordination. 3) Effective communication - Open and regular communication is

the key to coordination. 4) Effective leadership and supervision – Effective leadership

ensures coordination of efforts both at the planning and the execution stage.

5) Chain of command – Authority is the supreme coordinating power in an organisation.

6) Indoctrination and incentives – Eg:- Profit-sharing7) Liaison departments - Liaison officers may be employed

where frequent contacts between different organisational units is necessary.

8) General staff – A general staff is very helpful in achieving interdepartmental or horizontal coordination.

9) Voluntary coordination – Self-coordination or voluntary coordination is possible in a climate of dedication and mutual co-operation.

Need and Significance of Co-ordination

Coordination becomes necessary because of the following reasons :

1) Increase in size and complexity of operations – Need for coordination arises as soon as the operations become multiple and complex.

2) Specialisation - Division of work into specialised functions and departments leads to diversity and lack of uniformity.

3) Clash of interests – Coordination helps to avoid conflict between individual and organisational goals.

4) Different outlook – It becomes imperative to reconcile differences in approach ,timing and effort to secure unity of action.

5) Conflicts – Co-ordination avoids potential sources of conflict.

REFERENCES

1) MANAGEMENT – Stephen P. Robbins & Mary Coulter

2)MANAGEMENT – Cannice,Weihrich & Koontz3)BUSINESS ORGANISATION & MANAGEMENT-C.B.

Gupta4)PRINCIPLES OF MANAGEMENT –J.K.Jain5)www.blonnet.com

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