Definition:

According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to

provide unity of action in the pursuit of common goals”.

According to Charles Worth, “Co-ordination is the integration of several parts into an

orderly hole to achieve the purpose of understanding”.

Nature/Features of coordination:

1. Coordination Integrates Group efforts:

The concept of coordination always applies to group efforts. There is no need for

coordination when only single individual is working. The need for orderliness, integration

arises only when more individuals are working as different individuals come from different

backgrounds, have different styles of working so there is need to unify their efforts in

common direction.

2. Ensure Unity of efforts:

Coordination always emphasises on unifying the efforts of different individuals because

conflicting efforts may cause damage to organisation. The main aim of every manager is to

coordinate the activities and functions of all individuals to common goal.

3. Continuous process:

Coordination is a non-ending function. It is a continuous function although its degree may

vary. The managers work continuously to achieve coordination and maintain coordination

because without coordination companies cannot function efficiently.

4. Coordination is a pervasive function:

Coordination is a universal function; it is required at all the levels, in all the departments and

to perform all the functions due to interdependence of various activities on each other. For

example if low quality inputs are purchased by purchase department, it will result in

production of low quality product which further result in low sale, low revenue and so on.

5. Coordination is the responsibility of all managers:

Coordination is not the task of only top level managers but managers working at different

levels try to coordinate the activities of organisation. The top level try to coordinate the

overall plans and policies of organisation, middle level try to coordinate departmental

activities and lower level coordinate the activities of workers.

6. Coordination is a deliberate function:

Every manager tries to coordinate the activities of organisation to avoid confusion and chaos.

Without coordination efforts of individuals cannot be united and integrated; that is why while

performing various activities in the organisation managers deliberately perform coordination

function.

Need for coordination:

1. Nature of work:

In every organization, the nature of work is such that it requires to be divided into
homogeneous and specialized sub-tasks and then without Integration and co-ordination the
output of the organization will be nil.

2. unity of effort and united action:

Co-ordination applies to group effort rather than to individual effort. It gives importance to
unity of effort and united action. The outcome of coordinated group efforts will be much
better than the sum results of various individuals.

3. Motivation:

Coordination motivates the employees to consider their work from the point of view of
business and so the employees will willingly contribute towards the success of the concern.
Therefore, coordination is heartbeat of organization which brings integration of efforts and
action among employees in the organization.

4. Organizational goals:

Coordination ensures commitment on the part of divisions, groups, individuals toward

organizational goals.

5. Efficiency and economy

 Coordination ensures efficiency and economy in the organization, enterprise to ensure
smooth working. It also helps in saving of time by bringing efficiency and economy to the
enterprise.

6. Sacrifice of objective:

There may arise certain circumstances that may demand sacrifice of objective of one
department in the welfare of the enterprise as a whole. In such situation, the need for co-
ordination arises.

7. Direction:

Coordination is directed towards channelizing the efforts, skills, energies of work groups
along organizationally established lines. If the co-ordination is absent, group members may
be pulled in different directions and work at cross purposes.
Essential elements of coordination:

1. Balancing: Efforts, jobs and activities of all departments must be balanced. In other words,
the entire work must be divided and assigned to each department evenly.
2. Timing: Timing involves scheduling of operations in a suitable order. Time schedules for
beginning and completing the jobs must be fixed well in advance and efforts should be taken
to complete them as per the schedule.
3. Integration: Integration refer to the unification of all unrelated and diverse activities in
such a manner as to accomplish the job efficiently.

Benefits of Co-ordination

1. Co-ordination ensures unity of direction through arranging spontaneous collaboration on

the part of different departments.
2. It promotes the efficiency of the enterprise and employees.
3. It increases employee morale and provides job satisfaction and avoids conflicts between
employees.
4. It is a creative force, i.e., it creates something new out of the group which is always greater
than isolated or individual efforts.
5. It develops team spirit and ensures a favorable environment for work.
6. It avoids interruptions on operations due to omission or wrong allocation of duties.
7. It eliminates inconsistencies in the objectives and policies.

Types of co-ordination:

1. Scope – on the basis of scope or coverage, co-ordination can be.

 Internal – refers to co-ordination between the different units of an organisation within and
is achieved by integrating the goals and activities of different departments of the enterprise.
 External – refers to co-ordination between an organisation and its external environment
comprising government, community, customers, investors, suppliers, competitors, research
institutions, etc. It requires proper match between policies and activities of the enterprise
and the outside world.
 2. Flow – on the basis of flow, co-ordination can classified into:

 Vertical – implies co-ordination between different levels of the organisation and has to
ensure that all the levels in the organisation act in harmony and in accordance with the
goals and policies of the organisation. Vertical co-ordination is assured by top
management through delegation of authority.
 Horizontal or lateral – refers to co-ordination between different departments and other
units at the same level of the management hierarchy. For instance, co-ordination between
production department and marketing department is horizontal or lateral co-ordination.

3. Procedural and substantive – which according to Herbert A. Simon, procedural co-

ordination implies the specification of the organisation in itself, i.e. the generalised
description of the behaviour and relationship of the members of the organisation. On the
other hand, substantive co-ordination is concerned with the content of the organisation’s
activities. For instance, in an automobile plant an organisation chart is an aspect of
procedural co-ordination, while blueprints for the engine block of the car being manufactured
are an aspect of substantive co-ordination.

Techniques of co-ordination:

1. Sound planning – unity of purpose is the first essential condition of co-

ordination. Therefore, the goals of the organisation and the goals of its units must be
clearly defined. Planning is the ideal stage for co-ordination. Clear-cut objectives,
harmonised policies and unified procedures and rules ensure uniformity of action.
2. Simplified organisation – a simple and sound organisation is an important means of co-
ordination. The lines of authority and responsibility from top to the bottom of the
organisation structure should be clearly defined. Clear-cut authority relationships help to
reduce conflicts and to hold people responsible. Related activities should be grouped
together in one department or unit. Too much specialisation should be avoided as it tends
to make every unit an end in itself.
3. Effective communication – open and regular communication is the key to co-
ordination. Effective interchange of opinions and information helps in resolving
differences and in creating mutual understanding. Personal and face-to-face contacts are
the most effective means of communication and co-ordination. Committees help to
promote unity of purpose and uniformity of action among different departments.
4. Effective leadership and supervision – effective leadership ensures co-ordination both at
the planning and execution stage. A good leader can guide the activities of his
subordinates in the right direction and can inspire them to pull together for the
accomplishment of common objectives. Sound leadership can persuade subordinates to
have identity of interest and to adopt a common outlook. Personal supervision is an
important method of resolving differences of opinion.
5. Chain of command – authority is the supreme co-ordinating power in an
organisation. Exercise of authority through the chain of command or hierarchy is the
traditional means of co-ordination. Co-ordination between interdependent units can be
secured by putting them under one boss.
6. Indoctrination and incentives – indoctrinating organisational members with the goals and
mission of the organisation can transform a neutral body into a committed body. Similarly
 incentives may be used to create mutuality of interest and to reduce conflicts. For instance,
profit-sharing is helpful in promoting team-spirit and co-operation between employers and
workers.
7. Liaison departments – where frequent contacts between different organisational units are
necessary, liaison officers may be employed. For instance, a liaison department may
ensure that the production department is meeting the delivery dates and specifications
promised by the sales department. Special co-ordinators may be appointed in certain
cases. For instance, a project co-ordinator is appointed to co-ordinate the activities of
various functionaries in a project which is to be completed within a specified period of
time.
8. General staff – in large organisations, a centralised pool of staff experts is used for co-
ordination. A common staff group serves as the clearing house of information and
specialised advice to all department of the enterprise. Such general staff is very helpful in
achieving inter-departmental or horizontal co-ordination. Task forces and projects teams
are also useful in co-ordination.
9. Voluntary co-ordination – when every organisational unit appreciates the workings of
related units and modifies its own functioning to suit them, there is self-co-ordination.
Self-co-ordination or voluntary co-ordination is possible in a climate of dedication and
mutual co-operation. It results from mutual consultation and team-spirit among the
members of the organisation. However, it cannot be a substitute for the co-coordinative
efforts of managers.

Principles of co-ordination (requisites for effective co-ordination)

 Direct personal contact – according to this principle co-ordination is best achieved

through direct personal contact with people concerned. Direct face-to-face communication
is the most effective way to convey ideas and information and to remove
misunderstanding.
 Early beginning – co-ordination can be achieved more easily in early stages of planning
and policy-making. Therefore, plans should be based on mutual consultation or
participation. Integration of efforts becomes more difficult once the unco-ordinated plans
are put into operation. Early co-ordination also improves the quality of plans.
 Reciprocity – this principle states that all factors in a given situation are interdependent
and interrelated. For instance, in a group every person influences all others and is in turn
influenced by others. When people appreciate the reciprocity of relations, they avoid
unilateral action and co-ordination becomes easier.
 Continuity – co-ordination is an on-going or never-ending process rather than a once-for-
all activity. It cannot be left to chance, but management has to strive constantly. Sound
co-ordination is not fire-fighting, i.e., resolving conflicts as they arise.