FUNCTIONS OF MANAGEMENT : COORDINATION AND CONTROL
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.
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Coordination
Coordination is the process of ensuring that all the different parts of an organization work together effectively. It involves Communication, decision-making, Leadership, motivation, and teamwork.
Communication
Communication is essential for coordination. It allows people to share information and ideas, and to coordinate their activities. There are many different ways to communicate, including face-to-face, email, phone calls, and meetings.
Decision-making
Decision-making is another important part of coordination. Decisions need to be made about how to allocate Resources, how to organize work, and how to resolve conflicts. Decisions should be made in a timely manner, and they should be made with the best interests of the organization in mind.
Leadership
Leadership is essential for coordination. Leaders need to be able to motivate and inspire others, and they need to be able to make decisions and solve problems. Leaders also need to be able to communicate effectively, and they need to be able to build trust and rapport with others.
Motivation
Motivation is important for coordination. People need to be motivated to do their jobs well, and they need to be motivated to work together. There are many different ways to motivate people, including providing incentives, setting goals, and giving recognition.
Teamwork
Teamwork is essential for coordination. People need to be able to work together effectively, and they need to be able to communicate and coordinate their activities. There are many different ways to promote teamwork, including providing training, creating a positive work environment, and rewarding teamwork.
Control
Control is the process of ensuring that an organization’s activities are aligned with its goals. It involves budgeting, cost control, quality control, statistical process control, and Variance analysis.
Budgeting
Budgeting is the process of planning and controlling an organization’s finances. It involves setting financial goals, developing a budget, and monitoring the budget to ensure that it is being met.
Cost control
Cost control is the process of identifying and reducing costs. It involves analyzing costs, identifying areas where costs can be reduced, and implementing cost-saving measures.
Quality control
Quality control is the process of ensuring that products or Services meet customer expectations. It involves setting quality standards, monitoring quality, and taking corrective action when necessary.
Statistical process control
Statistical process control is a method of monitoring and controlling processes to ensure that they are producing products or services that meet customer expectations. It involves collecting data, analyzing data, and taking corrective action when necessary.
Variance analysis
Variance analysis is the process of comparing actual results to planned results. It involves identifying variances, analyzing variances, and taking corrective action when necessary.
Coordination and control are essential for the success of any organization. By effectively coordinating and controlling its activities, an organization can ensure that it is meeting its goals and objectives.
What is coordination?
Coordination is the process of ensuring that all the different parts of an organization work together effectively. It involves communication, cooperation, and collaboration between different departments and individuals.
What is control?
Control is the process of ensuring that an organization’s activities are aligned with its goals. It involves setting standards, measuring performance, and taking corrective action when necessary.
What are the different types of coordination?
There are three main types of coordination: vertical, horizontal, and diagonal.
- Vertical coordination is the process of coordinating activities between different levels of an organization, such as between managers and employees.
- Horizontal coordination is the process of coordinating activities between different departments or units within an organization.
- Diagonal coordination is the process of coordinating activities between different departments or units that are not directly linked to each other.
What are the different types of control?
There are three main types of control: preventive, concurrent, and corrective.
- Preventive control is the process of identifying and eliminating potential problems before they occur.
- Concurrent control is the process of monitoring activities as they are being performed and taking corrective action as needed.
- Corrective control is the process of taking action to correct problems that have already occurred.
What are the benefits of coordination?
Coordination can lead to a number of benefits, including:
- Increased efficiency: Coordination can help to ensure that resources are used efficiently and that activities are not duplicated.
- Improved quality: Coordination can help to ensure that products and services are of high quality.
- Reduced costs: Coordination can help to reduce costs by eliminating waste and duplication.
- Increased customer satisfaction: Coordination can help to improve customer satisfaction by ensuring that customers receive the products and services they need when they need them.
What are the challenges of coordination?
Coordination can be challenging, particularly in large or complex organizations. Some of the challenges of coordination include:
- Communication: Coordination requires effective communication between different parts of an organization.
- Cooperation: Coordination requires cooperation between different parts of an organization.
- Conflict: Coordination can be difficult in the face of conflict between different parts of an organization.
- Change: Coordination can be difficult in the face of change, as it requires adapting to new circumstances.
What are the best practices for coordination?
There are a number of best practices for coordination, including:
- Clearly define roles and responsibilities: It is important to clearly define the roles and responsibilities of each person involved in the coordination process.
- Establish clear communication channels: It is important to establish clear communication channels between different parts of an organization.
- Use technology to facilitate coordination: Technology can be used to facilitate coordination, such as by using project management Software or video conferencing.
- Build trust and cooperation: It is important to build trust and cooperation between different parts of an organization.
- Be flexible: Coordination can be challenging, so it is important to be flexible and adaptable.
- Be proactive: It is important to be proactive in identifying and addressing potential problems.
What are the future trends in coordination?
The future of coordination is likely to be shaped by a number of trends, including:
- The increasing complexity of organizations: Organizations are becoming increasingly complex, which will make coordination more challenging.
- The increasing use of technology: Technology will continue to be used to facilitate coordination, such as by using Artificial Intelligence or machine Learning.
- The increasing importance of collaboration: Collaboration will become increasingly important as organizations become more complex and interconnected.
- The increasing need for agility: Organizations will need to be more agile in order to adapt to change.
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Which of the following is not a function of management?
(a) Planning
(b) Organizing
(c) Coordinating
(d) Controlling
(e) Leading -
Which of the following is not a type of planning?
(a) Strategic planning
(b) Operational planning
(c) Tactical planning
(d) Functional planning
(e) Personal planning -
Which of the following is not a step in the planning process?
(a) Setting goals
(b) Developing strategies
(c) Implementing plans
(d) Evaluating results
(e) Determining resources -
Which of the following is not a type of organization?
(a) Formal organization
(b) Informal organization
(c) Line organization
(d) Staff organization
(e) Functional organization -
Which of the following is not a principle of organization?
(a) Unity of command
(b) Span of control
(c) Division of labor
(d) Delegation of authority
(e) Centralization of authority -
Which of the following is not a type of control?
(a) Preliminary control
(b) Concurrent control
(c) Feedback control
(d) Preventive control
(e) Corrective control -
Which of the following is not a step in the control process?
(a) Setting standards
(b) Measuring performance
(c) Comparing performance to standards
(d) Taking corrective action
(e) Evaluating results -
Which of the following is not a characteristic of a good leader?
(a) Vision
(b) Charisma
(c) Intelligence
(d) Decisiveness
(e) Honesty -
Which of the following is not a type of leadership?
(a) Transformational leadership
(b) Transactional leadership
(c) Laissez-faire leadership
(d) Autocratic leadership
(e) Democratic leadership -
Which of the following is not a function of communication?
(a) To inform
(b) To persuade
(c) To motivate
(d) To control
(e) To build relationships -
Which of the following is not a type of communication?
(a) Verbal communication
(b) Nonverbal communication
(c) Written communication
(d) Oral communication
(e) Electronic communication -
Which of the following is not a barrier to communication?
(a) Physical barriers
(b) Psychological barriers
(c) Semantic barriers
(d) Cultural barriers
(e) Organizational barriers -
Which of the following is not a way to improve communication?
(a) Be clear and concise
(b) Use active listening
(c) Be aware of nonverbal communication
(d) Be sensitive to cultural differences
(e) Use humor -
Which of the following is not a type of decision?
(a) Programmed decision
(b) Nonprogrammed decision
(c) Individual decision
(d) Group decision
(e) Rational decision -
Which of the following is not a step in the decision-making process?
(a) Identifying the problem
(b) Generating alternatives
(c) Evaluating alternatives
(d) Choosing an alternative
(e) Implementing the decision -
Which of the following is not a characteristic of a good decision?
(a) Rational
(b) Timely
(c) Effective
(d) Efficient
(e) Ethical -
Which of the following is not a type of conflict?
(a) Intrapersonal conflict
(b) Interpersonal conflict
(c) Intragroup conflict
(d) Intergroup conflict
(e) Organizational conflict -
Which of the following is not a way to manage conflict?
(a) Avoidance
(b) Accommodation
(c) Compromise
(d) Collaboration
(e) Competition -
Which of the following is not a characteristic of a healthy organization?
(a) Clear goals
(b) Effective communication
(c) Productive employees
(d) Positive work environment
(e) High employee turnover -
Which of the following is not a way to improve organizational effectiveness?
(a) Set clear goals
(b) Develop effective strategies
(c) Create a positive work environment
(d) Empower employees
(e) Monitor performance