CO-ORDINATION & APPROACHES TO CO-ORDINATION

BY :AKANKSHA KUMAR M.B.A. - 1st Sem.

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 its working and success.

MEANING OF CO-ORDINATION
1) 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) Timing 3) 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 coordination is most needed : 1) Owner ,employees and customers 2) Government Regulations 3) Changing Technology 4) Other entreprises 5) 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-ordination Eg: Pyramid & Pizza concept.

 Principles of Co-ordination
Mary 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 policymaking. 3)Reciprocity-All factors in a given situation are reciprocally related. 4)Continuity-Coordination is an on-going or neverending 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 its 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-sharing 7) 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 & Koontz 3)BUSINESS ORGANISATION & MANAGEMENT-C.B. Gupta 4)PRINCIPLES OF MANAGEMENT J.K.Jain 5)www.blonnet.com

THANKYOU

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