“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 and control are two of the most important functions of management. Coordination is the process of ensuring that all parts of the organization are working together towards the same goals. Control is the process of ensuring that the organization is achieving its goals.
Coordination is essential for any organization to be successful. Without coordination, different parts of the organization may work at cross-purposes, which can lead to inefficiency and even failure. Coordination can be achieved through a variety of means, including Communication, planning, and organizational structure.
Communication is essential for coordination. Employees need to be able to communicate with each other in order to share information and coordinate their activities. Communication can take place through a variety of channels, including face-to-face meetings, email, and phone calls.
Planning is also essential for coordination. Managers need to develop plans that outline the goals of the organization and the steps that need to be taken to achieve those goals. Plans should be clear and concise, and they should be communicated to all employees.
Organizational structure can also help to improve coordination. The organizational structure should be designed to facilitate communication and cooperation between different parts of the organization.
Control is also essential for any organization to be successful. Control is the process of ensuring that the organization is achieving its goals. Control can be achieved through a variety of means, including performance measurement, feedback, and corrective action.
Performance measurement is the process of collecting data on the organization’s performance. This data can be used to identify areas where the organization is doing well and areas where it needs to improve.
Feedback is the process of providing information to employees about their performance. Feedback can be positive or negative, and it should be constructive.
Corrective action is the process of taking steps to improve the organization’s performance. Corrective action may involve changing the way the organization operates, or it may involve changing the goals of the organization.
Coordination and control are two of the most important functions of management. By understanding these functions and how to implement them, managers can help their organizations achieve their goals.
In addition to communication, planning, and organizational structure, there are a number of other factors that can affect coordination and control. These include:
The size of the organization: Larger organizations can be more difficult to coordinate than smaller organizations.
The complexity of the organization: Organizations with complex structures and multiple goals can be more difficult to control than organizations with simple structures and a single goal.
The culture of the organization: The culture of an organization can have a significant impact on how coordination and control are implemented.
The level of technology: The level of technology used by an organization can also affect coordination and control.
Managers need to be aware of these factors and how they can affect coordination and control in order to be effective.
Coordination and control are essential for any organization to be successful. By understanding these functions and how to implement them, managers can help their organizations achieve their goals.
What are the functions of management?
The four functions of management are planning, organizing, leading, and controlling.
Planning is the process of setting goals and objectives, and developing strategies to achieve them.
Organizing is the process of creating a structure for the organization, and assigning tasks and responsibilities to employees.
Leading is the process of motivating and inspiring employees to achieve the organization’s goals.
Controlling is the process of monitoring performance and making adjustments as needed.
What is coordination?
Coordination is the process of ensuring that all parts of the organization are working together towards the same goals. It involves communication, cooperation, and collaboration.
What is control?
Control is the process of ensuring that the organization is on track to achieve its goals. It involves setting standards, measuring performance, and taking corrective action as needed.
What are the benefits of coordination?
Coordination can lead to a number of benefits, including:
Increased efficiency: When all parts of the organization are working together, they can achieve more with less effort.
Improved communication: Coordination can help to improve communication between different parts of the organization. This can lead to better decision-making and problem-solving.
Reduced costs: When there is less duplication of effort, costs can be reduced.
Increased innovation: Coordination can help to foster innovation by bringing together different ideas and perspectives.
What are the challenges of coordination?
Coordination can be challenging, especially in large organizations. Some of the challenges of coordination include:
Different goals: Different parts of the organization may have different goals. This can make it difficult to coordinate their activities.
Different cultures: Different parts of the organization may have different cultures. This can make it difficult to communicate and cooperate.
Lack of trust: Lack of trust between different parts of the organization can make it difficult to coordinate their activities.
Lack of Resources: Lack of resources, such as time and Money, can make it difficult to coordinate activities.
How can coordination be improved?
There are a number of things that can be done to improve coordination, including:
Setting clear goals: It is important to set clear goals for the organization and for each department or team. This will help to ensure that everyone is working towards the same thing.
Communicating effectively: Communication is key to coordination. It is important to communicate regularly and effectively with all parts of the organization.
Building trust: Trust is essential for coordination. It is important to build trust between different parts of the organization.
Providing resources: Coordination requires resources, such as time and money. It is important to provide the resources that are needed to coordinate activities.
Using technology: Technology can be used to improve coordination. There are a number of Software programs that can help to track progress, communicate with others, and share information.
What is control?
Control is the process of ensuring that the organization is on track to achieve its goals. It involves setting standards, measuring performance, and taking corrective action as needed.
What are the benefits of control?
Control can lead to a number of benefits, including:
Increased efficiency: Control can help to improve efficiency by ensuring that resources are used effectively.
Improved quality: Control can help to improve quality by ensuring that products and Services meet standards.
Reduced costs: Control can help to reduce costs by identifying and eliminating waste.
Increased customer satisfaction: Control can help to increase customer satisfaction by ensuring that products and services meet customer expectations.
What are the challenges of control?
Control can be challenging, especially in large organizations. Some of the challenges of control include:
Setting the right standards: It is important to set standards that are realistic and achievable.
Measuring performance: It is important to measure performance in a way that is accurate and reliable.
Taking corrective action: It is important to take corrective action when performance falls below standards.
Avoiding Bureaucracy: Control should not become so bureaucratic that it stifles innovation and creativity.
How can control be improved?
There are a number of things that can be done to improve control, including:
Set clear goals: It is important to set clear goals for the organization and for each department or team. This will help to ensure that everyone is working towards the same thing.
Communicate effectively: Communication is key to control. It is important to communicate regularly and effectively with all parts of the organization.
Use technology: Technology can be used to improve control. There are a number of software programs that can help to track progress, communicate with others, and share information.
Empower employees: Employees should be empowered to take corrective action when necessary. This will help to ensure that problems are solved quickly and effectively
Which of the following is not a function of management? (a) Planning (b) Organizing (c) Coordinating (d) Controlling (e) Motivating
Which of the following is not a type of coordination? (a) Horizontal coordination (b) Vertical coordination (c) Lateral coordination (d) Functional coordination (e) Strategic coordination
Which of the following is not a type of control? (a) Feedforward control (b) Concurrent control (c) Feedback control (d) Strategic control (e) Operational control
Which of the following is not a benefit of coordination? (a) Increased efficiency (b) Reduced costs (c) Improved communication (d) Increased innovation (e) Increased conflict
Which of the following is not a benefit of control? (a) Improved efficiency (b) Reduced costs (c) Improved quality (d) Increased innovation (e) Increased employee satisfaction
Which of the following is not a challenge of coordination? (a) Different goals and objectives (b) Different cultures and values (c) Different communication styles (d) Different work processes (e) Different levels of authority
Which of the following is not a challenge of control? (a) Setting unrealistic goals (b) Using inappropriate control measures (c) Not communicating effectively (d) Not providing feedback (e) Not taking corrective action
Which of the following is the most important function of management? (a) Planning (b) Organizing (c) Coordinating (d) Controlling (e) Motivating
Which of the following is the most important type of coordination? (a) Horizontal coordination (b) Vertical coordination (c) Lateral coordination (d) Functional coordination (e) Strategic coordination
Which of the following is the most important type of control? (a) Feedforward control (b) Concurrent control (c) Feedback control (d) Strategic control (e) Operational control