CHAPTER 4

COORDINATING

Ms. Noorfiza Sani 2010

 OUTLINE
 Definition
 The Importance of Coordination
 Problems in Achieving Effective
Coordination
 Types of Task Interdependence
 Span of Control
 Line functions versus staff functions
 Definition
 Process of integrating the objectives
and activities of the separate units
(departments or functional areas) of
an organization in order to achieve
organizational goals efficiently
 The Importance of
Coordination
 Non-routine
 Unpredictable
 Environmental changes
 High interdependency
 High performance objectives
 (depends on type of assign,
communication, interdependency
among units)
 Problems in Achieving
Effective Coordination
 Differences in formality of structure
(methods, standard)
 Differences in orientation towards goals
(different views/opinions)
 Differences in interpersonal orientation
(ways of communication)
 Differences in time orientation
(time taken to solve problem)
 Types of Task
Interdependence
 Pooled interdependence
 Sequential interdependence
 Reciprocal interdependence
 Pooled interdependence
•Units not depend upon
Controlling one another to carry out
Units their day-to-day activities
•Depend on the adequate
performance of each unit
for ultimate survival
•Degree of coordination is
Subunits minimum
•Failure of either one could
threaten entire
Daya Shipping &
company/department
Advertising
Sdn Bhd Receiving
 Sequential
interdependence
Controlling •A situation in which the outputs
from one work unit are the inputs
Unit for a following work unit
•Unit must act before next can
proceed
•Greater coordination is required in
sequential than in pooled
Subunits interdependence
•Output from work unit is the input
for a following work unit
•A direct one-way interdependence
Raw exists between units
brewing bottling distribution
material
Reciprocal interdependence
•Involves give-and-take
Controlling relationship between units
Units
•From one work unit may
serve as inputs for another
and vice versa
•2-way interdependence
Subunits
•High degree of
output
input
coordination since
Airplane problems
input in either will be
output
Maintenance Airplane
quickly felt by the other
Operation
unit
 Span of Control
 Or span of management = number of
subordinates whom report directly to a
given manager of supervision
 The number of subordinates will depend on
(type of work, location, ability of manager,
type of communication)
 wide/flat span = few organization levels
with flat wide span of authority (several
subordinates report to superior)
 Narrow/steep/tall span = short span of
authority with many organization levels (few
subordinates report to superior)
 Wide Span
Advantages Disadvantages
•Superior forced to •Decisions made by
delegate managers tend to be
•Clear policies at bottleneck because
•Subordinates must be
of burden managing
carefully selected subordinates
•Danger of the
superior’s loss of
control
•Management requires
an exceptional quality
manager to handle
 Narrow Span
Advantages Disadvantages
•Close supervision •Superiors tend to get

•Close control too involved in

•Rapid communication
subordinates; work
between subordinates •There are many levels

and superiors of management and

this incurs high costs
•It will cause excessive
distance between the
lowest and top levels
 Line functions
 Contribute directly to accomplishing an
organization’s goals
 Managers have LINE AUTHORITY
 Follow the direct chain of command through the
layers from CEO to first line management
 Examples: Manufacturing firm: production,
marketing & finance considered major line
because they contribute directly to achieve
objectives of producing & sell goods at a profit
 Staff functions
 Each individual/group plays supporting role and contributes
indirectly to objectives of organization
 Managers has STAFF AUTHORITY, provide advice and
expertise to assist line units achieve goals
 Examples: Manufacturing firm: labor relations, accounting,
logistics, administrative services, R&D, information system,
legal affairs considered as staff units because they provide
advice & expertise to assist line units
Characteristic
s of Line
Function
 Supervisor-subordinate
relationship
 Directly related to objective
of organization
 Deals mainly with the
exercise of authority along
the channel of line authority
 Identify unit that
initiate/carry through to
conclusion the basic
activities
 Manager is DOER
 Designates a line manager
Characteristics
of Staff
Function
•Manager-manager
relationship
•Indirectly related to
objective of organization
•Deals mainly with the
exercise of authority to a
channel of staff authority
•Includes all units that
are not line
•Manager has supporting
role and aids the DOER
•Designates staff
manager
 Line-Staff Conflict
 Staff is pushy
 Staff interferes
 Staff causes conflict
 Staff will not help
 Staff takes credit for results