OUTLINE FOR PRESENTATION

 Meaning of coordination

 Definition of coordination by different authors

 Coordination as a pyramid

 Element of coordination

 Features/ characteristics of coordination

 Need/ importance of coordination

 Types of coordination

 Principles of coordination

 Techniques of coordination

 Problems and solutions of coordination

 Steps of effective coordination

 Process of coordination

 Coordination and cooperation

 Conclusion
MEANING OF COORDINATION
Coordination implies an orderly or arrangements of group effort to ensure unity of action in the persuit
of common objectives, it requires unification of diverse and specialized activities. Coordination is the
process to establish harmony among different activities of an organization, so that the desires objectives
can be achieved. Coordination as a function of management refers to the task of integrating the
activities of separate unit of an organization to accomplish the goals efficiently. Coordination is the
unification, integration, synchronization of the effort of a group members so as to provide unity of
action in the persuit of common goals. It's a hidden force which binds all the other functions of
management .

Coordination is balancing and keeping a team/group together by ensuring a suitable allocation of

working activities to the various members and seeing that these are performed with due harmony
among the members themselves.

DEFINITION OF COORDINATION BY DIFFERENT AUTHORS

According to "Henry fayol" - To coordinate is to harmonize all the activities of a concern so as to
facilitate it's working and it's success

Mooney and Reelay - defined coordination as the orderly arrangement of group efforts to provide unity
of action in the persuit of common goals.

"Charles Worth" - opined that coordination is the integration of several parts into an orderly hole to
achieve the purpose of understanding.

According to" G.R Terry" - coordination is the only synchronization of effort to provide the proper
amount, timing and directing of execution in harmonious and unified action to a stated objectives.

COORDINATION AS A PYRAMID
ELEMENTS OF COORDINATION
According to "Allen" a manager in managing must coordinate the work for which he is accountable by
balancing, timing and integrating . The three elements of coordination are :

Balancing

Timing

Integrating

FEATURES/ CHARACTERISTICS OF COORDINATION

1. It does not arise spontaneously or by force

2. It is the basic responsibility of management

3. The heart of coordination is unity of action/ purpose

4. It is a dynamic process (continuous process)

5. It is not a distinct/ separate function but the very essence of management

6. It is required in group efforts, not individual efforts

7.It is necessary to all levels of organization

8. It has a common purpose of getting organizational objectives accomplished

9. It is a system concept

NEEDS/ IMPORTANCE OF COORDINATION

1. Division of work into specialized functions and department leads to diversity

2. It helps to avoid conflict between individuals and organisational goals

3. It helps to improve the efficiency of operation by avoiding overlapping efforts and duplicsrion of work.
The quality of coordination determines the effectiveness of organized efforts.

4. It helps to ensure unity of action in the face of disruptive forces. It helps unity of action and helps to
avoid conflict between lines and staff elements

5. Increase in size and complexity of operation

6. It helps in the accompliment of organizational goals

7. It avoids potential sources of conflict

8. It helps to improve team spirit and morale of employees. In a well coordinated organization,
organizational goals and personal goals of people are reconciled.

TYPES OF COORDINATION
On the basis of scope, there are two types namely:

1. Internal ( the basis flow, there are two types of internal coordination )

i. Vertical

Ii. Horizontal

2. External coordination

1. INTERNAL COORDINATION: It is the establishment of relationship of among managers, executives,

divisions, subdivisions and other workers . This type of coordination happens within the organization.
Managerial functions which require internal coordination include; planning, organizing, staffing,
directing and controlling.

I. Vertical coordination: Superior coordinates his work with his sub coordinate and vice versa. Sales
manager coordinate his work with the activities of the sales supervisor.

ii. Horizontal coordination: It refers between the persons of the status, same coordination between the
departmental heads, supervisor, co-workers.

2. EXTERNAL COORDINATION: It is the establishment of relationship of the managers, executives,

divisions, subdivisions and other workers with the general public and different organisation. Thus
organization relationship customers, competitors, owners, government regulations, changing
technology, business and political environment

External coordination
PRINCIPLES OF COORDINATION
According to "Mary Parker Follet" there are four principles for effective coordination, these are;

1. DIRECT PERSONAL CONTACT: Direct communication is the most effective way to convey ideas and
informations . It is best achieved through direct personal contact with people. Direct face to face contact
communication is most effective.

2. EARLY BEGINNERS: Coordination can be achieved more easily in early stages of planning and policy-
making. Plans should be based on mutual participation.

3. RECIPROCITY: When people appreciate reciprocity relations, they avoid unilateral action and
coordination becomes easier .

4. CONTINUITY: Coordination is an on-going or never-ending process rather than a once for all activity.
TECHNIQUES OF COORDINATION
1. Sound planning: planning is the ideal stage for coordination, clear cut objectives, hormonized policies
and unified procedures and rules ensure uniformity of action.

2. Self coordination: modification of functioning of department in such a way that each department
coordinate with other departments.

3. Effective communication: open and regular communication is the key to coordination. Effective
interchange of opinions and information helps in resolving the difference and in creation of mutual
understanding.

4. Chain of command: exercise authority through the chain of command or hierarchy is the traditional
means of coordination.

5. General staff/ cooperation: a general staff is very helpful in achieving interdepartmental or horizontal
coordination.

Coordination issues can arise in various contexts, such as within organizations, between teams, or across
different departments. Effective coordination is crucial for achieving goals, maintaining efficiency, and
ensuring smooth operations. Here are some common coordination problems and their solutions:

Common Coordination Problems

1. Communication Breakdowns:Miscommunication or lack of communication can lead to
misunderstandings, errors, and delays.

2. Lack of Clear Roles and Responsibilities:Ambiguity in roles and responsibilities can cause overlap,
redundancy, or tasks being neglected.

3. Poorly Defined Goals and Objectives:If team members are not aligned on goals, it can lead to
conflicting priorities and wasted efforts.

5. Resource Constraints:Limited resources (time, budget, personnel) can hinder effective coordination.

6. Cultural Differences:Differences in cultural norms and practices can affect communication and
collaboration.

7. Inadequate Technology and Tools:Lack of appropriate tools for communication and project
management can impede coordination efforts.

8. Resistance to Change:Teams or individuals resistant to new processes or technologies can disrupt

coordination.

Solutions to Coordination Problems

1. Enhance Communication Channels:Implement regular meetings, updates, and use collaborative tools
(e.g., Slack, Microsoft Teams) to ensure consistent communication.

2. Define Roles and Responsibilities Clearly:Use RACI (Responsible, Accountable, Consulted, Informed)
charts or similar frameworks to delineate roles and reduce ambiguity.

3. Set Clear Goals and Objectives:Establish and communicate clear, measurable objectives that align
with the overall mission and ensure everyone understands their contribution.

5. Improve Resource Allocation:Conduct regular resource planning and adjust allocations based on
project needs and priorities.

6. Foster Cultural Awareness and Inclusion:Provide training and encourage practices that promote
cultural sensitivity and inclusiveness.

7. Adopt Agile Practices:Implement agile methodologies to enhance flexibility, adaptability, and

continuous improvement in coordination.

8. Change Management Strategies:Use effective change management techniques to address resistance,

including stakeholder engagement, training, and clear communication about the benefits of changes

STEPS OF EFFECTIVE COORDINATION

1. Proper delegation of authority and responsibility

2. Establishment of an effective communication system

3. There should be a proper system for reporting

4. Skilled workers must be rewarded adequately

5. There should be rigid rules and regulations, procedures, policies, etc.

6. The management should encourage the employees to have friendly relationship with others.

7. The management should induce the employees to take active part in meetings .

COORDINATION AND COOPERATION

Coordination is an orderly arrangement of efforts to provide unity of action in the fulfillment of common
objectives . Whereas, cooperation denotes collective efforts of persons working in an enterprise
voluntarily for the achievement of a particular purpose. It is the willingness of individuals to help others.

COORDINATION. COOPERATION
* It is the function of management. * It is not a function of management

* It's an orderly arrangement of group efforts * It is the willingness to work with others
* It establish both formal and informal relationship. * It establish only informal relationship

* It is obtained officially. * It is a voluntarily service

* There's a direct link between the achievement of * There's no such direct connection between
objectives and coordination cooperation and the achievement of objectives

In conclusion, existence of cooperation may prove to be effective condition or requisite for

coordination, but it does not mean that coordination originates automatically from the voluntarily
efforts of the group members. It has to be achieved through conscious and deliberate efforts of
managers, therefore it can be concluded that cooperation without coordination has no fruit and
coordination without cooperation has no root.