coordination means in an organisation

It is the responsibility of every manager in the organization. Contact among the three functional managers at an earlier stage would have made it possible to know whether the order could be executed. It cannot be left to chance, but the manager must constantly work at it. According to Mary Follett, planning stage is the ideal time to bring about co-ordination and they must see to it that various plans are properly interrelated. They will feel that have earned that place. Need for co-ordination arises due to inter-dependency of various functional departments. Therefore, there is unity of action among the employees, groups, and departments. 2. It is relevant for group efforts and not for individual efforts. The manager brings about this process as he performs the basic managerial functions of planning, organising, staffing, directing and controlling. Only the harmonized policies and procedure are helpful to achieve the goals of the organisation. Thus, Terry and Theo Haimann are not in favour of regarding coordination as a separate function of management. A number of authors have defined co-ordination differently. Coordination is facilitated by exchange of such ideas and information and brings people together. He will direct in such a way that the achievement of overall organisational objectives is ensured. Harmonized Policies and Practices – Policies, procedure and rules serve as guidelines for decision- making in a constant manner. Privacy Policy3. Meaning and Definitions of Coordination 3. Horizontal coordination refers to coordination between horizontal departments on the same level in the managerial hierarchy. ii. In the absence of co-ordination there will be chaos and mismanagement. Coordination implies synchronization of various efforts of different departments to reduce conflict. If the authorities have not been properly delegated and responsibilities fixed, more conflicts and confusions may arise which limit the degree of co-ordination. In order that there be understanding among people, there must be effective means of communication among them. The development of data processing devices are of utmost use for facilitating quick communication. Co-ordination is an effort to reach business goals by means of planning, organising, actuating and controlling various activities. Coordination is the integration, unification, synchronization of the efforts of the departments to provide unity of action for pursuing common goals. 3. The manager is required to control the work of everyone in the organisation so that all efforts are directed towards main goals. In turn, cooperation originates in the Latin cum operare —that is, operating together with others. Everybody should be free to express his option. The management should encourage the employees to have friendly relationship with others. Effective communication facilitates information and exchange of ideas which helps to achieve the common purpose. Vague and undefined authority and bitter subordinate relationships cause confusion and conflict of authority. Organization management refers to the art of getting people together on a common platform to make them work towards a common predefined goal. When the manager gives clear instructions, motivates the employees, coaches them and mentors them, there will be greater co-ordination. A manager has to perform five interrelated functions in the process of managing an organization, which is s system made up of different inter linked and interdependent subsystems. These officers iron out the barriers of smooth coordination. This is due to well defined authorities and responsibilities. A force that binds all the other functions of management. Coordination can be defined as an organizational function in which the resources, responsibilities, and activities of an organization are synchronized in such a way that the corporate objectives are achieved efficiently. To the extent rules, regulations, policies, procedures and programmes are clearly laid, there would be consistency in action. A clear definition of everybody’s roles, responsibilities, and the team’s chain of command is crucial in building a strong coordination and effective workflow within an organisation. Employees of each department perform their duties with a view to achieving common objectives collectively. This may be illustrated as follows – Commun­ication – Understanding – Good human relations – Cooperation – Coordin­ation. Mooney considers co-ordination as the very essence of organisation. It also brings harmony in carrying out the different tasks and activities to achieve the organization’s objectives efficiently. At this stage, it is also important for us to discuss what external coordination is. Principles 8. Although for the success of any organisation co-ordination must exist between different departments, groups and activities. Too much centralisation or too much decentralization. Coordination is the common thread that runs through all activities such as – purchase, production, sales, and finance to ensure continuity in the working of the organisation. organisation, so as to make best possible use of organisation’s resources. We have subsequently discussed the techniques of achieving internal coordination in an organization. The informal relations speed up the activity of the cooperation. Here are some important features of coordination: Question: What is the coordination meaning are the important features? Coordination and Managerial Functions 15. Direct personal communications bring about agreement on methods, actions and ultimate achievement. The manager brings about this process as he performs the basic managerial functions of planning, organising, staffing, directing and controlling. It also eliminates red-tapism and ensures prompt action. Static project interfaces should be kept clearly defined through the life of the project. By coordination, we mean a process, used by the management to synchronise various activities in the organisation. In other words, coordinating function is the orderly arrangement of individual and group efforts to provide unity of action in the pursuit of a common goal. The important techniques of coordination are as follows: 1. This may lead to confusion and chaos in the organization. Skilled workers are to be rewarded adequately. It harmonizes, unifies and blends all activities and thus, ensures the achievement of predetermined objectives. Coordination also means „integrating or linking together different parts of an organization to accomplish a collective set of tasks” or „integrating or linking together different resources to accomplish a collective set of tasks”. In fact, coordination is the first principle of organisa­tion as it expresses the principle of organisation in to. 5. Ordway Tead, “Co-ordination is the effort to assure a smooth interplay of the function and forces of all the different component parts of an organisation to the end that its purposes will be realised with minimum of friction and a maximum of collaboration effectiveness.” The purpose of co-ordination is to synchronise the functions of various departments for achieving organisational goals with minimum efforts. iii. iv. Managerial Hierarchy – Managerial Hierarchy in the organisation is also responsible for coordination. They may have conflicting objectives and ideas and co-ordination becomes a problem in those situations. The entire organizational activities should be properly divided department wise and section wise. (iii) Co-ordination in staffing function is needed between nature of job and qualifications of employees and between nature of work and compensation fixed. The following are the important characteristics of organization: ... Certain operatives occupy positions of management at various points in the process to ensure coordination. The executives are of such a quality or are given such a training that they are able to co-operate and co-ordinate their efforts. Coordination is the force that binds all the other functions of management. If other managers feel some difficulties then they will explain it and mutually accepted decisions will resolve the difference. The method of achieving coordination is largely horizontal, alth­ough vertical coordination in a large organisation cannot be ignored. Each of the managerial functions is an exercise in co-ordination.” Managerial functions are related to co­ordination. Importance 7. George Terry, “Co-ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. Lacking coordination, departments might work in different directions or at different timings, creating chaos. For example, coordination is necessary between the sales manager, the works manager, the finance manager and the buyer, so that when the sales department is ready to sell the new product, the production department will be in a position to fill the orders, and the financial arrangements have been made so that the necessary funds are available to have the suitable raw materials, etc. Co-ordination may be achieved through following processes: The planning is the elementary stage of achieving co-ordination. Sound Organisational Structure – Sound organisational structure are also known as a technique of the coordination. If an order for the supply of a particular variety of the goods has been booked and the raw materials to produce them are not available, there will be trouble. Interdependence of units: Various units of an organisation depend upon … 6. According to them, coordination is a part of the managerial functions of planning, organizing, staffing, directing and controlling. Newman, “Co-ordination is a part of all phases of administration and that it is not a separate and distinct activity.” Administration is possible only when various activities of the enterprise are properly co-ordinated. Line authorities may prefer to cling to conservatism but staff officers may like to introduce an innovation. Co­ordination is the process which ensures smooth interplay of the functions of management. Following steps are advocated for overcoming the constraints in co-ordination: i. Planning is the force that integrates a collective set of interdependent tasks, is a process which ensures different. 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