By-

2018IMG-003 [Abhishek kumar]

2018IMG-016[Ayush kumar pandia]
2018IMG-038[Prince mainwal]
2018IMG-054[Saroj kumar]
2018IMG-071[Vidya sindhu dubey]
Contents
1) Definition of co-ordination by different authors
2) Meaning of co-ordination
3) Characteristic features of co-ordination
4) Co-ordination and co-operation
5) Types of co-ordination
• Internal & external co-ordination
• Vertical & horizontal co-ordination
 6)Technique of co-ordination
 7)Essentials for co-ordination
 8)Principles of co-ordination
 9)Needs and significance of co-ordination
 10) Conclusion
Definition of coordination by different authors

 According to Henry Fayol “ to co-ordinate is to harmonize all the activities of a

concern
 so as to facilitate its working and its success”

 Mooney and Reelay, define coordination as the orderly arrangement of group efforts to
provide unity of action in the pursuit of common goals”.

 Charles Worth opined that, “Co-ordination is the integration of several parts into an
orderly hole to achieve the purpose of understanding”.

 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.”

 According to Mary Parker Follett, Co-ordination is a "Plus value of a group". That is,
if there is good co-ordination then the combined group achievement will be greater
than the total of the individual achievement, i.e. 2+2=5. This is impossible in the
physical world, but it is possible in human affairs through co-ordination.
 Kogut and Zander (1996) suggested that firms exist because they are superior than
markets in achieving coordination
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.
 coordination
 When the organisation structure is
designed and various organisational
units are created a problem
emerges as to how to synchronize
the operation these units and
people working therein so that
they contribute their maximum to
achieve their organisational
objectives.we have seen that often
conflicts emerge among various
organisational functions and
individuals.in order to overcome
these problems, coordination is
needed which is an integrationof
group efforts in organisation.


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

COORDINATION AND COOPERATION

Basis Co-ordination Co-operation

• MEANING • Orderly arrangementof
group efforts.
• PROCESS • Performed bytop
management.
• REQUIREMENTS • It is required by employees
at work irrespective oftheir
work.
• RELATIONSHIP • Establish formal and
informal relationships.
• Planned and interestedby
• FREEDOM
central authority.
• It seeks wholehearted
• SUPPORT
support from various
people working atvarious
levels.
• Mutual help willingly.
• Perform by persons atany
level.
• Emotional in nature.
• Establishes informal
relationship.
• Depends upon the sweet
will of theindividuals.
• It is fruitless without co-
ordination. It lead to
unbalanced developments.
Types of co-ordination
 On the basis of scope or coverage ,
 1) Internal & External Co-ordination

 On the basis of flow

 Vertical & horizontal Co-ordination
Internal Co-ordination
 According to Harold Koontz and Cyril
PLANNING AND O'Donnell, "Planning is deciding in advance
COORDINATION what to do, how to do it, when to do it and who is
to do it."

There are many steps in Organising. All these steps must be

coordinated, for achieving the objectives of the business. The Top Level
ORGANISING
Managers must coordinate the efforts of the Middle Level Managers.
AND Similarly, the Middle Level Managers must coordinate the efforts of the
COORDINATION. Lower Level Managers. Furthermore, the Lower Level Managers must
. also coordinate the efforts of the workers.

Staffing involves Recruitment and Selection, Training,

Placement, Promotion, Transfer, etc. All these steps must be
STAFFING AND properly coordinated. Similarly, the efforts of all the
COORDINATION. individuals, groups and departments must be coordinated for
achieving the objectives of the business.

Directing means giving necessary information,

proper instructions and guidance to sub-
DIRECTING AND ordinates. This results in coordination.
COORDINATION. Therefore, Direction is affected by Coordination.
.
 Many types of communication methods are used in a business. These
COMMUNICATING methods include, Formal communication, Informal Communication,
AND Upward Communication, Downward Communication, Oral
COORDINATION. Communication, Written Communication, etc. It is important to note that,
all these types of communication must be properly coordinated.

There are many types of Motivation. These are,

MOTIVATING Positive Motivation, Negative Motivation,
AND Financial Motivation, and Non-Financial
COORDINATION Motivation. All these types of Motivation must be
. properly coordinated.

Every manager must be a good leader. He must

coordinate the efforts of his subordinates for achieving the
LEADING AND objectives. That is, he must coordinate the human
COORDINATION. resource. He must also coordinate the material and
financial resources of the organisation.

In Controlling the standards are first fixed. Then the performancesare

measured. Performances are compared with the standards, and the
CONTROLLING deviations are found out. Then the deviations are corrected. So,
AND controlling involves many steps. All these steps must be properly
COORDINATION. coordinated. If coordination is not proper, Control will surely fail.
External Co-ordination
:-
 External influences and forces where the co- ordination is most needed :-
 1) Owner ,employees and customers
 2) Government Regulations
 3) Changing Technology
 4) Other entreprises
 5) Business and Political Environment
Types of Coordination….

External coordination
Different
Market agencies industrial
organization
General public

Competitor Different Financial

institution institution

TechnologiesAgencies
Different
commercial
Technological Customers government organizations
organization agencies
VERTICAL 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.
TECHNIQUES OF COORDINATION……
Techniques of effective coordination
 Coordination by chain of
command……vertical
coordination is required to
harmonise the work
allocated to several levels
in the organisation.it
ensures that various level
do not act out of accord
with each other or with
policies and objectives of
the organisation.
Coordination by leadership……

 It is process of inducing subordinates to

cooperates willingly. it brings individual
motivation and persuades the group to
have identity of intrests and outlook in
group efforts.
Coordination by committees……
 Committee is a body of
persons entrusted with
discharge of some
functions collectively as a
group. it is significant in
achieving horizontal
coordination. committee
ensures that problems
which arises out of
relationships among
various units can be
solved by group decisions.
Staff Meetings…….

 Periodic staff meetings can be highly

effective……………
 To give everyone present a sense of unity.
 To learn from superior manager about
new problems.
 To provide an an opportunity for
subordinates.
Special coordinators……..

 They normally work in staff capacity to

facilitate the working of line managers.A
coordination cell may also created to
collect various information and send to
various departments
Self Coordination……….

 Modification of functioning of department

in such a way that each department
coordinates with other departments. it can
be done by horizontal communication.
ESSENTIALS FOR COORDINATION…..
Essentials for effective coordination…….

 Well defined authority

and
responsibility…...peop
le are not clear about
what is expected of
them and they
experience role
ambiguity
Effective communication system….

 It is the means for sharing ideas and

information. communication performs
different types of functions-
informative,command,and instructive,
influence and persuasive.
Well defined work procedures……..

 It facilitate procedural coordination.when

the work procedures are well defined and
adhered properly……….this help to
achieve coordination easily.
Provisions of check and introspection……

 It help to correct
those factors which
create problem in
coordination.
 It leads to effective
organization
structure.
 It leads to proper
organizational
climate.
PRINCIPLES OF COORDINATION….
 Principles of coordination……….

 Principles of direct contact……..it states

that coordination can be achieved by
direct contact among people whose
activities are to be coordinated through
effective communication system and
mutual understanding.
Coordination at early stages……….

 At planning stage coordination can be

sought from organizational members.This
may be done through participation in
decision making process.
Principle of continuity………..

 It states that coordination should be

treated as continuous process. it is done
on regular basis. It is treated never ceasing
and never ending exercise.
Principle of dynamism…….

 Changes occur in
external factors which
necessitate changes in
organisation.when
organisational changes
take place, many old
organisational
practices do not
remain workable.
Principle of timing…………..

 One member of the organisation facilitates

the working of another if he synchronizes
the timing of his work with the working of
another.
Principle of reciprocal relationship….

 It exists between two

or more parties in
which each party
affects the functioning
of others. The
functions and way of
performing such
functions are altered
in such away that
these affect others
positively.
 NEEDSAND SIGNIFICANCE OF
 CO-ORDINATION
Need/significance of Coordination

 Increase in size and complexity of operations: Need for coordination arises

as soon as the operations become multiple and complex.

 Specialisation: Division of work into specialized functions and departments

leads to diversity and lack of uniformity.

 Clash of interests – Coordination helps to avoid conflict between individual

and organisational goals.

 Efficiency and Effectiveness: Coordination helps to improve the efficiency of

operations by avoiding overlapping efforts and duplication of work. Quality of
coordination determines the effectiveness of organized efforts.

 Unity of Direction/Team work: Coordination helps to ensure unity of action in

the face of disruptive forces. It helps unity of action and helps to avoid conflicts
between line and staff elements
Need/significance of Coordination….

 Human Relation: Coordination helps to improve team spirit and morale of employees. In a
well coordinated organization, organizational goals and personal goals of people are
reconciled.

 Essence Of Management: Coordination is all inclusive concept and the end result of
management process. Coordination helps in the accomplishment of organizational goals.

 Different outlook :It becomes imperative to reconcile differences in approach ,timing and
effort to secure unity of action.

 Conflicts :Co-ordination avoids potential sources of conflict.

Need/significance of Coordination….

Others…..
 Unity in diversity
 Functional differentiation
 Congruity of flows or congruent flows
 Specialization
 Reconciliation of goals
 Empire building
 Differential and integration
 Interdepartmental harmony
 Meeting environmental challenges
 Removes ambiguity
Conclusions
 COORDINATION IS THE ESSENCE
OF MANAGEMENT

"Co-ordination is the Essence of

Management." The meaning of
this sentence implies, Co-
ordination affects all the
functions of management. In
other words, Co-ordination
affects Planning, Organising,
Staffing, Directing,
Communication, Leading,
Motivating and Controlling.
A person even an Organization can’t
survive without “COORDINATION”