C O -O R D IN ATIO N

D EFIN ITIO N
Co- ordination is the process of

achieving unity of action among

independent activities. Coordination is required whenever
two or more independent
individuals, groups, or
departments must work together
to achieve a common goal.
( Dessler, 2002)

 Co- ordination is the integration of

the several parts into an orderly

whole to achieve the purpose of
the undertaking. (Charlesworth J
C)

IM PO RTA N CE O F CO -O R D IN ATIO N

Quintessence of management: In

a sense, management is primarily a

task of co-ordination of all efforts
Creative force: Group efforts, when
co ordinate, create a result greater
than the sum total of individual and
isolated

 Unity of direction: by way of

securing spontaneous collaboration

on the part of different departments.
High employee morale: Co

ordination tones the general level of

employee morale and provides
satisfaction.

P R IN C IP LES O F C O -O R D IN ATIO N
co- ordination must start at the

planning stage
There is need for importance of direct
personal contact
Co ordination is a continual activity that
permeates through each managerial
function.
There should be an integration of all
efforts, actions and interests towards
common purpose.

TEC H N IQ U ES O F C O O R D IN ATIO N
Communication:
building a network of communication

systems , allowing wide participation

in decision making
Orderly plans:
Standing plans like policies,
procedures as well as standing
orders and instructions.

Cont
Supervision:
Effective supervision aids much, in

developing co-ordinating effort by

checking, observation and guidance.
Leadership:
Leadership provides individual
motivation

Cont..
Departmentation:
Departmentation arranges for

necessary correlation and

interconnection of activities in an
analytical manner.
Direct contact:
Direct contact permits the
management members to exchange
their ideas, prejudices and problems
as well as understand each others,

SKILLS TO ACH IEVE EFFECTIVE

CO -O RD IN ATIO N

Problem solving
Plan
Use abilities of others
Identify needed resources

Cont

Communication
Collaboration
Delegation
Evaluation

TYPES O F CO -O RD IN ATIO N
Internal co-ordination refers to the
blending of all efforts and activities
and forces operating within the
organisation or enterprise.
External co-ordination refers to the
blending of all efforts, activities and
operating with the outside
enterprise or organisation.

1. IN TER N A L C O O R D IN ATIO N
The basic functions contributed to coordination
Planning:

Planning is a well- thought course of

action to be taken for realising certain

objectives through the available means.
Organisation:

particularly interdepartmental and

interpersonal

Cont
Direction:
Direction is concerned with making
the human efforts more effective and
productive through the exercise of
leadership, guidance, motivation,
supervision , communication etc
Control:
Control ensures the realisation of

planned objectives through the

process of work evaluation.

2. EX TER N A L CO -O R D IN ATIO N

The external forces affecting are

Three interested parties
There are three interested parties the

customers, the employees and the ownerswhose conflicting needs and demands have to
be satisfied by managers of any business.
Other enterprise
An enterprise affects and is affected in turn by
the activities of the other enterprises,
particularly those in the same line of business

Cont
Government regulations

The government at city, state or

central level exerts potent forces

that are to be recognised by all
managers.
General business Economy

Enterprises must adjust themselves

with the swings of the trade cycle

through economic forecasting and
trend study.

Cont
Technology Advances
An enterprise must secure the
benefits of new technology which is
being made continually available in
our society through research and
inventions.

H IN D R A N CES TO CO O R D IN ATIO N

The uncertainty of the future

The lack of knowledge, experience, wisdom

and character among leaders and their

confused and conflicting ideas and
objectives.
The lack of administration skill and
techniques
The vast numbers of variables involved and
the incompleteness of human knowledge,
particularly with regard to men and life.

Cont
The lack of orderly methods developing,

considering, perfecting and adopting new

ideas and programmes.
Size, complexity, personalities and
political factors.
The lack of leaders with wisdom and
knowledge pertaining to public
administration.
The accelerated expansion of public
administration of international dimension.

DELEGATION

D ELEG ATIO N
DEFINITION
Delegation involves authorizing

someone else to perform certain

duties on behalf of the person
delegating the duties.
It is giving someone the
responsibility and authority to do
something that is normally part of
the managers job

D ELEG ATIO N R U LE- sm arter

Specific
Measurable
Agreed
Realistic
Time bound
Ethical
Recorded

TH E STEPS O F SU CCESSFU L D ELEG ATIO N

1. Define the task

Confirm in your own mind that the task

is suitable to be delegated.
2. Select the individual or team
What are your reasons for delegating to
this person or team?
3. Assess ability and training needs
Is the other person or team of people
capable of doing the task?

Cont
4 Explain the reasons
You must explain why the job or

responsibility is being delegated.

5 State required results
What must be achieved? Clarify
understanding by getting feedback from
the other person.
6 Consider resources required
Discuss and agree what is required to get
the job done.

 7 Agree deadlines
When must the job be finished? Or if an

ongoing duty, when are the review dates?

8 Support and communicate
Think about who else needs to know
what's going on, and inform them.
9. Feedback on results
It is essential to let the person know how
they are doing, and whether they have
achieved their aims

PR IN CIPLES O F D ELEG ATIO N

Delegation of authority implies the right to

make decisions.
The person making the decisions must be
made responsible for the decision makes.
Dual subordination should be avoided.
What is delegated is the authority to make
decision but not the responsibility.

 The more a department or a person

has a clear definition of results

expected, activities to be
undertaken, the more adequately the
responsible individuals can
contribute towards accomplishing
the objectives.
Once authority has been delegated
to a manager, the superior should
not allow decisions to be back

R EA SO N S FO R IN EFFECTIV E D ELEG ATIO N

Manager variables
Most failure in delegation are due to

the fact that managers are unable or

unwilling to delegate.
Subordinate variables;
Lack of training, lack of aptitude for
work, feeling of inferiority and
inadequacy, fear of failure, lack of
initiative and self confidence.

G U ID A N CE FO R O V ER CO M IN G W EA K
D ELEG ATIO N

Define assignments and delegate

authority, keeping in a view the

results to be achieved.
Select the person, keeping in view
the nature of job, the risks,
complexities and interactions
involved.
Develop proper communication with
the subordinates.

 Develop proper controls

Effective delegation and successful

assumption of authority should be

rewarded, specifically, non-financial
rewards, in form of greater discretion
and prestige.

E
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N
O

I
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G
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D EFIN ITIO N
Decision making is a complex,

congrutive process often

defined as choosing a particular
course of action.
Decision making may be
defined as the process of
choosing between alternatives
to achieve a goal.

TYPES O F D ECISIO N S

MECHANISTIC DECISION: is one that is

routine and repetitive in nature. . It

usually occurs in a situation involving a
limited number of decision variables where
the outcome of each alternative is known.
ANALYTICAL DECISION: involves a problem

with a large number of decision variables,

where the outcomes of each decisions
alternative can be computed.

 JUDGEMENTAL DECISION: involves a

problem with a limited number of

decision variables, but the outcomes
of decision alternatives are unknown.
ADAPTIVE DECISION: involve a

problem with a large number of

decision variables, where outcomes
are not predictable.

D ecisions encountered by the nursing adm inistrator (A nn B illTaylor)

Non routine decisions: Decisions that is

non-routine, non-recurring and uncertain.

For example, changing the way of
organising for the delivery of nursing care.
Routine decisions: Decisions that are more

routine predictable, recurring and certain.

For example, assigning daily coverage.

D ECISIO N STR ATEG IES

A strategy is an artful or clever plan for

applying techniques in pursuit of a
goal
Optimising:
Making a decision that yield the
greatest possible pay off for a
specific input of time, energy and
material.

Cont
Satisfying:
Making a decision that is good enough to

meet a set of minimum requirements.

Mixed scanning:
Making a decision that satisfies to remove
least promising solutions, then select best of
remaining options.
Opportunistic:
Making a decision for the solution chose by
problem identifier.

Cont
Do nothing:
Taking decision after waiting for the

storm to pass.
Eliminate Critical Limiting Factor:
Making a decision by removing most
powerful obstacle to success.
Maxima:
The individual chooses that action
alternative will yield the largest payoff.

cont
Mini regret:
selecting the action alternative that will

yield a result midway between the most

desired and the least desired outcome.

Precautionary:
Making a decision by choosing action

that will maximise gain or minimise loss

regardless of opponents actions.

Cont
Evolutionary:
While taking a decision, individual has to

make series of small changes leading

towards goal. It is based on the assumption
that subordinates can better adjust to series
of small changes than a sudden change.
Chameleon:
Taking a decision by making vague plan,

adjusted to changing circumstances.

M O D ELS O F D ECISIO N M A K IN G PR O CESS

Ecological model
It is an ideal view of economic man,

in which a manager who is faced

with a problem weighs the economic
aspects of all possible courses of
action and chooses the action that is
expected to yield the greatest net
gain or least loss.

 Bounded Rationality model

It is the pragmatic view of

Administrative man. As the name implies

this model assumes that people, while
they seek the best solutions, usually settle
for much less, because the decisions they
confront typically demand greater
information processing capabilities than
they possess. They seek a kind of
bounded (or limited) rationality in
decisions.

concepts
Sequential attention to alternatives.

Here, persons examine possible solutions of

a problem sequentially.
Heuristic. A heuristic is a rule which guides
the search for alternatives into areas that
have a high probability for yielding
satisfactory solutions. They look for
obvious or previous solutions that worked in
similar situations.
Satisfying. This model seems decision
maker in a satisfier.

STEPS IN D ECISIO N M A K IN G
Relationship of steps in problem solving process and
managerial decision making
Identify the problem
Gather data to analyse the causes and consequences

of the problem
Explore alternative solutions.
Evaluate the alternatives.
Select the appropriate solution
Implement the solution.
Evaluate the results.


Steps in m anagerialdecision m aking process

Select objectives.
Search for alternatives.
Evaluate alternatives.
Choose
Implements
Follow up and control.

D ecision m aking cycle

D EC EN TR A LIZ ATIO N

D EFIN ITIO N
Decentralization is the process

of dispersing decision-making
governance closer to the people
and/or citizens.

uses

G O ALS
Stability
In these governing environments,
decentralization can promote social
and political stability by reducing
both the likelihood of conflict and the
destabilizing consequences of those
conflicts that do occur.

 Democracy
Decentralization can create more
transparent political institutions,
inculcate stronger citizen support for
government, and improve
democratic participation. By allowing
for greater citizen involvement in
subnational government,
decentralization offers citizens a
greater stake in democracys

 Economic Development
Historically, the most commonly
cited reason to decentralize is its
purported impact on economic
development. Competition among
subnational governments may
promote economic development

IM P LIC ATIO N S O F D ECEN TR A LIZATIO N

There is less burden on the Chief

Executive as in the case of

centralization.
The subordinates get a chance to
decide and act independently which
develops skills and capabilities.
In decentralization, concern
diversification of activities can place
effectively since there is more scope
for creating new departments

 In decentralization structure,

operations can be coordinated at

divisional level which is not possible
in the centralization set up.
In the case of decentralization
structure, there is greater motivation
and morale of the employees since
they get more independence to act
and decide.

 In a decentralization structure, co-

ordination to some extent is difficult

to maintain as there are lot many
department divisions and authority is
delegated to maximum possible
extent

TYP ES O F D EC EN TR A LIZATIO N
Political Decentralization

Political decentralization aims to give citizens or

their elected representatives more power in

public decision-making.
Administrative Decentralization

Administrative decentralization seeks to

redistribute authority, responsibility and

financial resources for providing public services
among different levels of government. The
three major forms of administrative
decentralization -- deconcentration, delegation,
and devolution

 1. Deconcentration redistributes decision making

authority and financial and

management responsibilities among
different levels of the central
government. It can merely shift
responsibilities from central
government officials in the capital
city to those working in regions,
provinces or districts.

 2. Delegation.
Delegation is a more extensive form

of decentralization. Through
delegation central governments
transfer responsibility for decisionmaking and administration of public
functions to semi-autonomous
organizations not wholly controlled
by the central government, but
ultimately accountable to it.

 3. Devolution:
When governments devolve

functions, they transfer authority for

decision-making, finance, and
management to quasi-autonomous
units of local government with
corporate status.

 Fiscal Decentralization

Financial responsibility is a core component

of decentralization.
If local governments and private
organizations are to carry out decentralized
functions effectively, they must have an
adequate level of revenues either raised
locally or transferred from the central
government as well as the authority to
make decisions about expenditures.

 Economic or Market

Decentralization
The most complete forms of

decentralization from a government's

perspective are privatization and
deregulation because they shift
responsibility for functions from the
public to the private sector.

A D VA N TA G ES
O F D ECEN TR A LIZATIO N
1. Reduces burden of top executives
2. Quick and better decisions
3. Growth and diversification of products

and markets.
4. Better communication
5. Development of executives
6. Improvement in motivation and morale
7. Effective supervision and control
8. Democratic management

LIM ITATIO N S O F D ECEN TR A LIZATIO N

Decentralisation may lead to the problem

of co-ordination at the level of an

enterprise as the decision-making
authority is not concentrated.
Decentralisation may lead to
inconsistencies at the Organisation level.
Decentralisation is costly as it raises
administrative expenses on account of
requirement of trained personnel to
accept authority at lower levels.

 Introduction of decentralisation may

be difficult or may not be practicable

in small concerns where product
lines are not broad enough for the
creation of autonomous units for
administrative purposes.
Decentralisation creates special
problems particularly when the
enterprise is facing number of
uncertainties or emergency