ADVERTIsem*nTS:
Co-ordination implies the synchronization of all the activities of the business so as to achieve the pre-determined goals. “A manager, in managing, must co- ordinate the work for which he is accountable by balancing, timing and integrating”.
The following are the techniques of co-ordination:
1. Defining clearly authority and responsibility:
ADVERTIsem*nTS:
In an organisation there are several vertical and horizontal authority relationships. Authority flows from top to the bottom. Confusion regarding authority increases the problems of co-ordination manifold because responsibility can be fixed only when the authority and its source are clearly demarcated.
2. Formulation of clear cut Policies and Procedures:
Co-ordination becomes very easy if there are clear cut and well defined policies and procedures. It will ensure unity of action. The subjective handling of the problems is completely ruled out when set policies and procedures have been established.
3. Mutual Communication:
Effective communication is essential for coordination. Direct communication helps to resolve the individual and departmental difference. Various types of communication include departmental news, reports bulletin, group or committee meetings etc. Through discussion, mutual exchange of ideas takes place and it helps in bringing harmony among the different departments of an enterprise.
4. Existence of community of Interest:
In order to have an effective coordination, it is essential that there should be a common understanding of the main objectives of the organisation. Every member of the organisation must consider his individual interests subordinate to the interests of the organisation.
5. Effective Leaderships:
ADVERTIsem*nTS:
A good leader creates confidence among his subordinates and effectively resolves differences, if any, of the people working under him. Effective leadership is sure to promote co-ordination at all levels beginning from the planning stage to the implementation stage.
6. Effective Control:
When an integrated control system is in existence, it automatically ensures co-ordinated group efforts. With the help of control charts, the management can immediately come to know the degree to which the various activities have been co-ordinated. For example, effective control can be exercised if a system of Budgetary Control is followed.
In the light of the ‘key factor’, the priority of the budgets is decided. Generally all activities move around sales and sales budget is prepared first of all. All other budgets depend on this budget. Effective control is exercised through these budgets so as to ensure a co- ordinated functioning of the organisation as a whole.
7. Voluntary Co-operation:
Voluntary co-operation facilitates co-ordination. If all the members of the organisation work as a team, the results can automatically follow. For example, a well composed football team or a hockey team produces better results than a team which though playing co-operatively, play uncoordinated. Whenever conditions are ideal, the management should try to secure voluntary cooperation from the members of the organisation.
8. Sound organisation Structure:
ADVERTIsem*nTS:
It is very essential for co- ordination that there should be sound organisation structure. There should be organisation charts, job descriptions, and work manuals etc, as these help to a great extent in securing coordination. Generally we find a conflict between line and staff positions. A sound organisation structure helps in securing co- ordination.
9. Organisation manuals:
Organisation manuals are drawn by large scale organisation for the organisation as a whole and then for different departments and sections. These manuals lay down the general philosophy of the organisation and serve as a guide to the understanding of the business and appreciation of the role of each section or department.
10. Appointment of Liaison Officers:
Certain organisations also appoint liaison officers who act to serve as a link between two individuals or departments and coordinate the activities of different individuals.
11. Balancing, timing and integrating
Louis A. Allen has given the following three techniques of co-ordination:
ADVERTIsem*nTS:
(a) Balancing:
It means that the management must always keep a proper balance between the different activities of the business.
(b) Timing:
The timing technique lays down the time schedules of various activities in such a manner that they support and reinforce each other.
ADVERTIsem*nTS:
(c) Integrating:
This is a technique by which the diverse interests are unified for the achievement of organisation objectives.
