Every manager is required to perform the function of coordination. Balancing means adequate provision of any one thing to support or counterbalance the other. Managing Director . It is the essence of management. Organisational members perform according to rules without going to top managers everytime they face a problem. This looks into cases of absenteeism and transfer of workers and achieves coordination by keeping the organisational work force satisfied at their jobs. Generally organizations are groups of interdependent departments. Coordination is a managerialfunction in which differentactivities of the business areproperly adjusted and interlinked. iii. Putting in Place Clear-Cut Rules and Procedures 10. Clear-cut authority relationships help in reducing conflicts among different positions (particularly line and staff) which is essential for sound coordination. He, by his own means, ensures achievement of such goals and completion of the targets. An organization has to establish external relations and coordination for its success and survival in the long run. The conflict of goals arises because everybody perceives the organisational goals differently and tries to achieve them is his own way. Group Meetings – The managers and other officials meet to discuss common problems of organisation and the top management will provide solutions for smooth working. Coordination ensures unity of action in the realization of a common objective. Coordination theory provides an approach to the study of processes. Co-ordination is an abstract of management. 8. 6. Different answers came from different foremen: (1) “He is the guy who gives orders to people”; and, (2) “He sits in a plush office at the corner of the building and drives a big automobile.”. But they may not be successful in their attempt unless one of them is able to co-ordinate the efforts of all of them. This is very much essential for achieving co-ordination. However, coordination problems may arise because it is almost impossible to create a mechanically perfect system of clear-cut jurisdictions. But that does not mean that co-ordination originates automatically from the voluntary efforts of the group members. Pooled interdependence means that each department is part of the organisation and contributes to the common good, but each department is relatively independent because work does not flow between units. Therefore, the need for co-ordination arises from the diversity of tasks to be undertaken and of persons to carry them out. An effective co-ordination helps in increasing the efficiency of the business enterprise which brings growth and prosperity to the enterprise. Continuous supervision of work through co-ordination itself is a strong control measure. Designing an organisation to take care of recipro­cal interdependence is not an easy task. Sometimes there are some permanent committees for the purpose of coordinating the activities of two or more departments. Account Disable 12. All these situations make co-ordination more difficult. Therefore, it is the role of the management to coordinate the actions of employees who work in a different department, and there is little communication between them. Louis A. Allen has also regarded co-ordination as one of the separate managerial functions. Further, the need for co-ordination arises because of conflict between line and staff. ... For example, the coordination between the financial budget and project to be undertaken is created through planning. (iii) Superior may solicit views and cooperation of staff members in the solution of problems. It is something which comes about as the manager performs his managerial functions efficiently and effectively. Unless he does it, his plans may not be realised. The need for co-ordination emerges and arises as the operations begin to be multiple or complex by reason of the fact that more than one person is concerned with them. Coordination must be accompanied by cooperation. Management relies on the coordination of multiple functions to ensure success. Democratic and participative leadership allow the employees and leader to communicate with each other frequently. An example in electronic commerce illustrates the use of coordination tech- niques for modeling, analyzing and simulating human organizations, and an example in object oriented programming languages illustrates the use of roles for coordination. This, in turn, helps in meeting goals efficiently and effectively. Precise and Comprehensive Programmes and Policies: Laying down well- defined programmes and policies is another measure for achieving effective coordination. It is essential for the survival of an organisation. Co-ordination is the essence of management. Elements: Group Effort, Unity of Action and Common Purpose, rdination: Growth in Size, Growing Specialisation, Human Nature and their Problems, Coordination – 4 Important Ways in which Co-Ordination Helps an Organisation, : Economy and Efficiency, Better Personnel Relations, Reconciliation of Goals, Total Accomplishment and Retention of Good Personnel, Principles of Co-Ordination according to Mary Parker Follet, Types: On the Basis of Scope and Flow in an Organisation and On the Basis of Relationship. A manager can achieve vertical coordination by using his authority and issue orders and instructions to his subordinates to act in a coordinated way. Though external forces are effective in achieving coordination, the most effective way to achieve coordination is to realise on one’s own that all members, all levels and all departments are aimed to gear towards one goal—that is, the organisational goal. Though this will be financially costly, it will reduce top manager’s burden to coordinate the activities of these units. This creates better understanding of each other which helps in coordination. The study is documented by a detailed table of eight emergency response challenges and related noteworthy coordination activities. Coordination Coordination may be defined as the process of managing dependencies between activities (Malone & Crowston, 1994). Accordingly, any one or more persons may be assigned the duty of resolving issues between any two or more interde­pendent departments. Seymour Tiles while stating the functions of a manager asked “What does a manager do”? Authority flows from top to bottom through various positions. (ii) Superior provides information to subordinates about new problems and developments which affect their work. 5. Co-operation can be obtained by encouraging informal contacts, participation in management, and using committees for exchange of ideas and views at the top level. iii. Clear Lines of Authority and Responsibility 5. Overall and effective co-ordination results into the following benefits to the organisation in general: (c) It helps in economising the activities and inter-related economy; (e) It reduces the cost of distribution and marketing; (f) It results into increased profitability. George R. Terry, in his book Principles of Management has said – “Co-ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. Leave committee, for instance, looks into leave cases of employees of all departments. 2. This refers to the coordination between various departments (or positions) at the same level in the organization. People of different departments at all levels need information for making various decisions. Management can achieve better coordination through effective leadership and supervision. For example, top level managers coordinate the activities of their subordinates to ensure that the overall policies of an organisation are duly implemented. Such personal contacts bring about agreement on methods, actions, and ultimate achievement of objectives. If the operations of an organization are diversified and complex, then the need for coordination is felt every­where. Sometimes, in view of the growing complexity of activities of interdependent departments, as also rigid time and goal orientations, even liaison persons may not be able to deliver the desired results. It is the effort of assure a smooth interplay of the functions and forces of the different component parts of an organisation to the end that its purpose will be realised with a minimum of friction and a maximum of collaborative effectiveness. This is achieved by forming cross-functional teams and self-managed teams. (4) It’s success largely depends on unity of action. Co-ordination, as a tool of control technique, monitors the tasks and operations without the knowledge of employees. These coordinators usually work as staff managers and help in coordinating the activities of line managers. As the third principle, Mary Follet states, that all factors in a situation are reciprocally related. In other words, all the parts influence and are influenced by other parts. Disclaimer 8. Report a Violation 11. With the help of direction, manager can influence the behaviour of individuals so as to evolve goal directed effort. They depend on each other for information and resources to carry out their respective activities. For instance, coordination between various functional managers such as production manager, marketing manager, finance manager, etc., can be termed as horizontal coordination. Types 10. Effective supervision is necessary to guide the activities of individuals in the proper direction. This helps to reduce conflicts among different positions. General Techniques 2. Coordination is an endeavour to ensure smooth inter-play of functions, orderly synchronizing functions of different departments for accomplishment of goals. 5. The channels of communication used in the enterprise should be reliable so that they are able to create proper understanding in the minds of the receivers. If organisation expects demand for its product to be 10,000 units every month, it should produce 11,000 units to meet sudden, unexpected increase in demand. Smooth co-ordination and ultimate success of the enterprise is assumed by such a special co-ordination cell. In order to obtain co-ordination while organising, the manager must look at it, both vertically and horizontally. Without the process of integration of diverse activities, roles and authority relationships will not be clear, Staffing function involves manpower planning, employment, training, wage fixation, merit rating, job evaluation etc. Thus we have unity of direction and unity of objectives. They move closer to each other. Coordinating function of the management has two forms of coordination namely (i) vertical coordination and horizontal coordination. The main tenet of this paper is that effective coordination is an essential ingredient for emergency response management (ERM) in the US. The line of authority and responsibility should be clearly defined to achieve coordination. Cited By . Objectives 6. A growing and prosperous enterprise not only secures the job of those who are working with the enterprise but future promotion, executed higher income and further incentives encourages the workers to come out with their best to help their enterprise to achieve success. Imagine you and an accomplice are arrested for murder. Prof. Dr. Hendrik Jürges Questionnaire Coordinator . Acceptance of mutually derived solution is the sign of coordination. Therefore, the organization experiences an increase in productivity, easier integration of micro and macro level organizational dynamics, a better connection of roles among intra-organizational and inter-organizational groups as well as building trust among competing groups, and defi… For example, the activities of a manager, assistant manager, superintendent, and other below can be knit together through vertical coordination. In short, it improves human relations. It has to be achieved through the conscious and deliberate efforts of the managers. (2) Water-tight compartments exist between the divisions and offices of the same department as they do also between different departments. 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