CONCEPT OF COORDINATION

 

CO-ORDINATION

Coordination is the effort to ensure a smooth interplay of the functions and forces of all the different component parts of an organisation so that its purpose will be realised with a minimum of friction and a maximum of collaborative effectiveness. "It makes diverse elements and sub- systems of an organisation to work harmoniously towards the realisation of common objectives". "Coordination Is the process whereby an executive develops an orderly pattern of group effort among his subordinates and secures unity of action in the pursuit of common purpose".

Coordination is a conscious and rational process of pulling together the different parts of an organization and unifying them into a team to achieve predetermined goals in an effective manner. According TO Henry Fayol, 'To coordinate is to harmonise all the activities of a concern so as to facilitate its working and its success. In a well-co ordinated enterprise, each department or division works in harmony with others and is fully informed of its role in the organisation. The working schedules of various departments are constantly tuned to circumstances." Coordination is the orderly synchronization of efforts of the subordinates to provide the proper amount, timing and quality of execution so that their unified efforts lead to the stated objective, namely the common purpose of the enterprise. It involves blending the activities of different individuals and groups for the achievement of common objectives.

George Terry and Theo Haimann consider coordination as a permeating function of management passing through the managerial functions of planning, organising, staffing, leading and controlling. Thus, according to them, co-ordination is not a separate function of management as it transverses the entire process of managing - it is thus the essence of management.

Features of Co-ordination

(i) Coordination is not a distinct function but the very essence of management. It is inherent in managerial job and embodied in all the functions of management.

(ii) Coordination is the basic responsibility of management and it can be achieved through the managerial functions. No manager can evade or avoid this responsibility.

(iii) Coordination does not arise spontaneously or by force. It is the result of conscious and concerted action by management. It cannot be left to chance.

(iv) The heart of coordination is the unity of purpose which involves fixing the time and manner of performing various activities,

(v) Coordination is a continuous or on-going process. It is also a dynamic process involving give and take.

(vi) Coordination is required in group efforts, not in individual effort. It involves the orderly arrangement of group efforts. There is no need for coordination when an individual works in isolation without affecting anyone's functioning.

(vii) Coordination is a systems concept in the sense that it regards an organisation as a system of cooperative efforts. It recognises the diversity and interdependence of organisational systems and the need for fusion and synthesis of efforts.

Principles of Coordination

Principles for achieving effective coordination can be enumerated as below:

1. Principle of Early Stage - According to this principle, coordination must start at an early stage in the management process. It must start during the planning stage. This will result in making the best plans and implementing these plans with success.

2. Principle of Continuity - According to this principle, coordination must be a continuous process. It must not be a one-time activity. The process of coordination must begin when the organisation starts, and it must continue until the organisation exists.

3. Principle of Direct Contact - According to this principle, all managers must have a Direct Contact with their subordinates. This will result in good relations between the manager and their subordinates. This is because direct contact helps to avoid misunderstandings, misinterpretations and disputes between managers and subordinates.

4. Principle of Reciprocal Relations - The decisions and actions of all the people (i.e. of all managers and employees) and departments of the organisation are inter-related. So, the decisions and actions of one person or department will affect all other persons and departments in the organisation. Therefore, before taking any decision or action all managers must first find out the effect of that decision or action on other persons and departments in the organisation. This is called the Principle of Reciprocal Relations. Co-ordination will be successful only if this principle is followed properly.

5. Principle of Effective Communication - Co-ordination will be successful only in the presence of an effective communication. Good communication must be present between all departments, within employees themselves and even between managers and their subordinates.

6. Principle of Clarity of Objectives - Co-ordination will be successful only if the organisation has set its clear objectives. Everyone in the organisation must know the objectives very clearly. Noone must have any doubts about the objectives of the organisation. Clear objectives can be achieved easily and quickly.