Co-ordination – Meaning, Definition, Features, Needs and Types (BBA/MBA Notes)

Posted on Jun 2 2020 - 8:04pm by admin

Co-ordination

Meaning, Definition, Features, Techniques, Essentials, Needs and Types

Co-ordination

Concept & Definition

Co-ordination is the unification, integration, synchronisation of the efforts of group members so as to provide unity of action in the pursuit of common goals. Co-ordination is a necessary effort to solve conflict in the,organisation.

Some important definition of coordinations:
“Co-ordination is a set of human and structural mechanism designed to link the parts of the enterprise together to help achieve the specified objectives.”
– Glueck

“Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals.”
– Money and Reelay

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

Basic Features of Co-ordination
• It is relevant only for group efforts.
• It is a continuous and dynamic process.
• It streamlines the performance of various functions and makes the individual efforts integrated with the total process.
• It is one of the major responsibilities of manager, special co-ordinators are hired in case of incapable manager.
• `Higher the degree of co-ordination, higher the possibility of achievement of organisational objectives.

Co-ordination may not be considered as a separate function of management but ‘The Essence of Management’.
1. Management also tries to bring harmony among group members and streamline the group efforts for achieving organisational goals, so it is intrinsic to management,
2. Function is a group of activities and duties, which is true for all management functions of planning, organising, staffing, directing and controlling. Co-ordination, on the other hand involves the integration of human efforts for achieving the goals which is not a particular function but the basic objective of all managerial functions
3. When various managerial functions are performed properly and adequate consideration is given to their interdependence, the result is integrated, well-balanced composite effort by the group. The coordination is achieved automatically. When there is poor execution of various functions by various departments or individuals, the problems of coordination arise and special coordination efforts are required. Probably this is the reason that coordination has been recognised as a management function by classical authors and not by authors of modem era. In classical school of management, coordination has been treated as a central problem of management because authors were not sure about the interdependence of various Individuals and proper execution of various management functions. In the systems approach of management, execution of management functions proceeds on integrative basis and problem of coordination does not arise but it becomes automatic process. Therefore, all management functions try to achieve integration of efforts and coordination becomes essence of management rather than a function of management.

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