Coordination and Deligation

<<–2/”>a >u>COORDINATION

“The Harmonization of activities of different work groups and departments.”

Coordination is the orderly arrangement of individual and group efforts to provide unity of action in the pursuit of a common goal. All these departments must function in an integrated manner so that the organisational goal can be duly achieved. Thus, coordination involves synchronisation of different activities and efforts of the various units of an organisation so that the planned objectives may be achieved with minimum conflict.

In other words, coordination is the orderly arrangement of individual and group efforts to provide unity of action in the pursuit of a common goal.

Types of Organization

Internal Coordination

Vertical – Between different persons & department at different level of an organization.

Horizontal – Between the individual or Department at the same level in the organization.

Procedural and Substantive Coordination-

It refers to the integration of follow and process of activites and behaviour and relations of the members in an organization.

Substantive Coordination is concerned with the content of the organization’s activities.

External Coordination

Coordination with external Environment as customers, investors, suppliers, employers, govt, political, public etc.

Difference between Cooperation and coordination:-

Cooperation is the collective will of the people in an organization to contribute the achievement of the organizational goals and cooperation is informal, voluntary & emotional.

Coordination without cooperation cant be achieved ie can be achieved through cooperation, on the other side, Cooperation without coordination is worthless.

Significance of Coordination:

The significance of co-ordination as a function of management mainly arises from the fact that work performed by different groups, units or departments form integral part of the total work for which an organisation is established

When there is Growth in size and the volume of work, there will be more people and work groups. So there is greater possibility of people working at cross purposes as the unit and sub-unit goals may be considered more important by them than the organisational goals.

Large organisations generally tend to have activities located at different places, which may not permit frequent and close interaction among people. Hence, the need for co-ordination becomes greater and it becomes a major responsibility for the managers.

Growth in size of an organisation is often combined with diversification of business activities. This may be due to new unrelated products being added to the existing products. As a result, there may be more division and sub-division of activities. At the same time, there is an increase in the number of managerial levels and vertical division of responsibilities. All these make coordination more difficult as well as important

CONTROL

Control is the process by which Managers ensure that performance is an conformity with the plans and goals.

Controlling as a function of management refers to the evaluation of actual performance of work against planned or standard performance and taking the corrective action.

Planning and controlling are closely related and depend upon each other. Controlling depends upon planning because planning provides the targets or standards against which actual performance can be compared. Controlling, on the other hand, appraises planning. It brings out the shortcomings of planning and helps to improve upon the plans.

Process of Controlling

The process of control consists of various steps

Establishment of Standards: Setting standard is the first requirement of control. Standards arise out of plans and provide the basis of comparison. There can be different types of standards, e.g., number of units to be produced per hour, cost of production per unit, permissible quantity of scrap and wastage per day, quality of the products and so on. As far as possible, the standards should be laid down in quantitative terms. A quantitative standard provides a concrete measure and helps in comparison. It is equally important that the standards fixed are realistic and attainable, neither too high nor very low. If these are too high, employees will be discouraged. On the other hand, if these are too low, the organisation will operate at a lower efficiency level leading to higher cost. When standards may not be achieved fully, a range of tolerable deviations should also be fixed. This can be expressed in terms of minimum and maximum limits. Performance within the permissible range may not require any corrective action.

Measurement of Performance: When standards are established, the next step to measure the performance at regular intervals. Measurement is not difficult in case of physical operations, e.g., units produced, cost incurred, time spent, etc., as these can be easily measured. Performance can be measured by observations, inspection and reporting. Generally, at lower levels, a detailed control is exercised at frequent intervals on the basis of observation and inspection. For higher levels of management, reports are prepared at regular intervals. Performance should be measured as early as possible so that if a corrective action is called for it may be taken in time.

Comparison of Performance with Standards: The next step in the control process is comparison of actual performance against the standards. In case the standards set are well defined and can be measured objectively, comparison becomes very simple. But, in case of activities where, it is difficult to develop measurable quantitative standards, the measurement and appraisal of performance becomes difficult. Comparison of actual and standard performance may lead to three possible outcomes: actual performance may be (a) equal to, (b) more than, or (c) less than the standard. If actual performance is equal to the standard, managers need not take any action but where deviations are noticed, corrective action becomes necessary. The managers should ascertain whether these deviations are within the permissible range or outside it. Corrective action becomes necessary only for deviations which fall outside the permissible range.

Detecting the Reasons for Deviations: Before taking any corrective action, managers should try to ascertain the reasons for the occurrence of deviations. The fault may be that standards fixed were unattainable rather than the subordinate ‘inefficiency. Again, the deviations might have been caused by the nature of instructions issued by the manager rather than due to the subordinate’s mistake. Hence, it is essential that the reasons, which caused the deviation, be ascertained to determine the appropriate corrective action.

Taking Corrective Action: Once the causes for deviations become known, the next step is to go in for a corrective action which may involve revision of standards, changing the methods of selection and training of workers or providing better motivation. As stated earlier, managers should concentrate only on major deviations. The minor deviations, i.e., deviations within permissible range, should not be cause of anxiety. The rectification of deviations from the standards should be undertaken promptly so that further losses are avoided.

Techniques of Control :

Traditional Techniques : Personal observation, Setting examples, plans & policies, Charts and Manuals, Disciplinary Systems, Written instruction, Statistical Data, Special Reports and Records, Financial Statements, Operational audit, Break-even analysis, Standard Costing, Budget/Budgetary Control.

Modern Techniques: Return on Investment, Management Audit, MIS, Zero based BUDGETING, PERT/CPM.

Delegation

Delegation is the act of assigning formal authority and responsibility to the subordin ate to carry out specific activity. The more tasks the manager delegate the more opportunity they have to seek higher responsibilities. Delegation cause employee to accept accountability and exercise judgment. Delegation not only helps to train them but al so improves their self confidence and willingness to take initiative. Delegation leads to better DECISION MAKING as employee have clear view of the fact. Effective delegation n speeds up decision making process because delay is eliminated when employee is authorized to take necessary steps.

Prerequisite of delegation:

Willingness of manager –

Give employee freedom ,Let them choose methods that is different than his ,Give fre edom to make mistakes ,Mistakes are not viewed as excuse to stop delegation & Opportunity to offer training

Open Communication between employee and manager –

Manager need to know the capabilities of employee?

,Manager need to encourage their ability and back them up

Manager‘s ability to analyze and understand the factors

Organizational goal

Capability of employee

?Task‘s requirements

Steps of delegation:

Decide Which task can be delegated:

 Many items should be delegated

 First, minor decisions and recurring chores

 Demanding jobs and challenging tasks to capable one

Decide who should get the assignment:

 Who have available time

 For whom it would be a useful developmental exercise

 Who have special skill

Provide sufficient resource to carry out delegated tasks:

 Financial Resources

 Staff resources

 Time resources

Delegating the assignment:

 Provide all relevant information about task

 Specify expected result

 Cultivate a Climate of open communication

Be prepared to run interference if necessary:

 Resources may be insufficient

 Person may run up against resistance of others

Establish a feedback system:

 Establish checkpoints and feedback system

 Design feedback system carefully

 Tighter the control less actual delegation will take place,

Coordination and delegation are two essential skills for any manager or leader. Coordination is the process of ensuring that different parts of an organization work together effectively. Delegation is the process of assigning tasks to others and giving them the authority to complete them.

Both coordination and delegation are important for achieving organizational goals. Coordination ensures that all parts of the organization are working towards the same goal. Delegation allows managers to focus on more important tasks and to develop the skills of their employees.

There are a number of factors that can affect the effectiveness of coordination and delegation. One important factor is communication. Managers need to be able to communicate effectively with their employees in order to coordinate their work. They also need to be able to communicate effectively with other managers in order to ensure that all parts of the organization are working together.

Another important factor is conflict resolution. Managers need to be able to resolve conflicts between employees and between departments. Conflict can be a major obstacle to coordination and delegation.

Decision making is another important factor. Managers need to be able to make decisions quickly and effectively. They also need to be able to delegate decision making to their employees.

Leadership is another important factor. Managers need to be able to lead their employees and to motivate them to achieve organizational goals.

Problem solving is another important factor. Managers need to be able to identify and solve problems that arise in the workplace.

Authority is another important factor in delegation. Managers need to be able to delegate authority to their employees. This means that they need to be able to trust their employees to make decisions and to take action.

Accountability is another important factor in delegation. Managers need to hold their employees accountable for their actions. This means that they need to be able to evaluate the performance of their employees and to take corrective action when necessary.

Communication is another important factor in delegation. Managers need to communicate effectively with their employees in order to delegate tasks effectively. They need to be clear about what they want their employees to do and they need to provide them with the resources they need to complete the tasks.

Control is another important factor in delegation. Managers need to be able to control the work of their employees in order to ensure that they are meeting expectations. This means that they need to set performance standards and to monitor the performance of their employees.

Feedback is another important factor in delegation. Managers need to provide feedback to their employees in order to help them improve their performance. This feedback should be constructive and should be focused on helping employees to achieve their goals.

Trust is another important factor in delegation. Managers need to trust their employees in order to delegate tasks effectively. This means that they need to believe that their employees will do their best to complete the tasks and that they will act in the best interests of the organization.

Coordination and delegation are two essential skills for any manager or leader. By understanding the factors that affect their effectiveness, managers can improve their ability to achieve organizational goals.

Here are some additional tips for effective coordination and delegation:

Set clear goals and expectations. When you delegate a task, be sure to clearly explain what you want the person to do and what the desired outcome is.
Provide the necessary resources. Make sure the person you are delegating to has the resources they need to complete the task, such as time, Money, and equipment.
Be available for support. Let the person know that you are available to answer questions and provide support as needed.
Trust your employees. When you delegate a task, trust that the person you are delegating to will do their best to complete it.
Give feedback. Once the task is complete, provide feedback on the person’s performance. This will help them to improve their skills and to continue to grow in their role.

What is the difference between coordination and delegation?

Coordination is the process of ensuring that different parts of an organization work together effectively. Delegation is the process of assigning tasks to others.

What are the benefits of coordination?

Coordination can help to improve efficiency, effectiveness, and communication within an organization. It can also help to prevent duplication of effort and ensure that resources are used in the most effective way possible.

What are the benefits of delegation?

Delegation can help to improve efficiency, effectiveness, and employee development. It can also help to free up time for managers to focus on other tasks.

What are the challenges of coordination?

Coordination can be challenging when there are multiple stakeholders or when there is a lack of communication. It can also be difficult to ensure that all parts of an organization are working towards the same goal.

What are the challenges of delegation?

Delegation can be challenging when employees are not adequately trained or when there is a lack of trust between managers and employees. It can also be difficult to ensure that delegated tasks are completed to the required standard.

What are some tips for effective coordination?

Some tips for effective coordination include:

Creating a clear and concise plan
Communicating effectively with all stakeholders
Monitoring progress and making adjustments as needed

What are some tips for effective delegation?

Some tips for effective delegation include:

Clearly defining the task
Providing adequate training and resources
Setting clear expectations
Monitoring progress and providing feedback

What are some common mistakes to avoid when coordinating or delegating?

Some common mistakes to avoid when coordinating or delegating include:

Not having a clear plan
Not communicating effectively
Not monitoring progress
Not providing adequate training or resources
Not setting clear expectations
Not providing feedback

What are some resources that can help with coordination or delegation?

There are many resources available to help with coordination or delegation, including books, articles, websites, and training programs.

Which of the following is not a type of organizational structure?
(A) Functional structure
(B) Divisional structure
(C) Matrix structure
(D) Hierarchical structure
Which of the following is not a benefit of a functional structure?
(A) It allows for specialization of tasks.
(B) It promotes coordination and communication between departments.
(C) It allows for economies of scale.
(D) It is easy to manage.
Which of the following is not a benefit of a divisional structure?
(A) It allows for greater focus on the needs of specific products or markets.
(B) It allows for greater flexibility and responsiveness to changes in the environment.
(C) It allows for greater coordination and communication between departments.
(D) It is easy to manage.
Which of the following is not a benefit of a matrix structure?
(A) It allows for greater flexibility and responsiveness to changes in the environment.
(B) It allows for greater coordination and communication between departments.
(C) It allows for greater focus on the needs of specific products or markets.
(D) It is easy to manage.
Which of the following is not a benefit of a hierarchical structure?
(A) It allows for clear lines of authority and responsibility.
(B) It allows for efficient use of resources.
(C) It allows for effective coordination and communication.
(D) It is easy to manage.
Which of the following is not a disadvantage of a functional structure?
(A) It can be slow to respond to changes in the environment.
(B) It can be difficult to coordinate activities across departments.
(C) It can be difficult to motivate employees.
(D) It is easy to manage.
Which of the following is not a disadvantage of a divisional structure?
(A) It can be expensive to manage.
(B) It can be difficult to coordinate activities across divisions.
(C) It can be difficult to motivate employees.
(D) It is easy to manage.
Which of the following is not a disadvantage of a matrix structure?
(A) It can be complex and difficult to manage.
(B) It can be difficult to coordinate activities across functional and divisional lines.
(C) It can be difficult to motivate employees.
(D) It is easy to manage.
Which of the following is not a disadvantage of a hierarchical structure?
(A) It can be slow to respond to changes in the environment.
(B) It can be difficult to coordinate activities across departments.
(C) It can be difficult to motivate employees.
(D) It is easy to manage.
Which of the following is not a type of organizational culture?
(A) Power culture
(B) Role culture
(C) Task culture
(D) Team culture
Which of the following is not a benefit of a power culture?
(A) It is fast and decisive.
(B) It is good at responding to crises.
(C) It is good at motivating employees.
(D) It is good at developing new ideas.
Which of the following is not a benefit of a role culture?
(A) It is stable and predictable.
(B) It is good at coordinating activities.
(C) It is good at developing new ideas.
(D) It is good at motivating employees.
Which of the following is not a benefit of a task culture?
(A) It is good at solving problems.
(B) It is good at developing new ideas.
(C) It is good at motivating employees.
(D) It is good at coordinating activities.
Which of the following is not a benefit of a team culture?
(A) It is good at solving problems.
(B) It is good at developing new ideas.
(C) It is good at motivating employees.
(D) It is good at coordinating activities.
Which of the following is not a disadvantage of a power culture?
(A) It can be slow to change.
(B) It can be difficult to motivate employees.
(C) It can be difficult to develop new ideas.
(D) It can be difficult to coordinate activities.
Which of the following is not a disadvantage of a role culture?
(A) It can be slow to change.
(B) It can be difficult to motivate employees.
(C) It can be difficult to develop new ideas.
(D) It can be difficult to coordinate activities.
Which of the following is not