Coordinating is an integral element or ingredient of all the managerial functions. Balancing is ensuring that enough of one thing is available to support or counterbalance the other. The main aim of every manager is to coordinate the activities and functions of all individuals to common goal. Related activities should be grouped together in one department or unit. At the same time, there are also increase in the number of managerial levels and vertical division of responsibilities. Coordination results in the following benefits: 1. In fact when a manager groups and assigns various activities to subordinates, and when he creates departments co-ordination uppermost in his mind.
It is a part of management process. The Coordinated Management of Meaning: A theory of communication. That is how organizations work. Unlike decentralization which standing downward movement of tasks and powers, the delegation is temporary, covering a period set by managers and subordinates. Without coordination efforts of individuals cannot be united and integrated; that is why while performing various activities in the organisation managers deliberately perform coordination function.
Because effective coordinating function requires cooperation and communication, the meeting technique is still the most effective format for assuring the interrelationships among the various job responsibilities. Need and importance of co-ordination: Co-ordination offers the following advantages. Since he has quit drinking, he convinces himself that he is not really an alcoholic and so he starts drinking again, which makes him an alcoholic. In an organization, all the departments must operate in an integrated manner so that the organizational goals are duly achieved. In a business that employs more than one person, no one person or entity alone can achieve the organizational goal. Success of one product division does not depend upon the other, but the overall performance of the organisation depends upon how successfully each product division operates its activities. It is based on systems approach to management which acknowledges that different departments of the organisation are interdependent input of one is the output of other.
The need for horizontal coordination arises when departments depend upon each other for information or products. People tend to maximise their individual goals. The top level try to coordinate the overall plans and policies of organisation, middle level try to coordinate departmental activities and lower level coordinate the activities of workers. It is inherent in the managerial job. It starts the moment an organisation comes into existence and continues till the organisation exists.
Co-ordination harmonizes and balances conflicting opinions of individuals and departments, promotes group effort and directs their movement in a unified direction — the organisational goal. Horizontal coordination is intended to harmonize activities in hierarchical levels similar or close, but belonging to different departments. Dynamism: There are no fixed and rigid rules for coordination. Integration and balancing of individual efforts provide a smooth and harmonious team work. Internal uncertainties like strikes and lockouts also make coordination difficult.
This will result to people deal with the differences on their punctuations on subsequent episodes. All these make coordinating function an important function of the management. Production and sales department, for example, are inter-dependent. Satisfied employees work towards organisational goals with commitment, dedication and loyalty than unsatisfied employees. It is the force that links all the other functions performed by the management, i. Framing objectives and policies through participative decision-making are the strengths to achieve coordination.
Coordination motivates the employees to consider their work from the point of view of business and so the employees will willingly contribute towards the success of the concern. Pearce stresses that communication cannot be done alone and that furthermore this usually occurs before or after another's actions. Social approaches to communication pp. This promotes cooperation and collaboration due to mutual understanding; hence, coordination through personal contact is significant for realizing the objectives of an organization. Those people aren't cheap, which shows the board is serious, and the fact that the person is willing to come indicates they think they can add value. The nature and extent to which organisational activities are dependent on each other are considered by managers when they initiate to coordinate the organisational activities.
Corporate Communications: An International Journal. Coordination does not come automatically. Horizontal coordination is achieved amongst activities of different departments working at the same level. This is impossible in the physical world, but it is possible in human affairs through coordinating. This may, however, not be the best for the organisation as a whole.
The couple will most likely worth though this ugly argument because of their relationship contextualizing the episode. Coordination maintains balance amongst individual, departmental and organisational goals. This cycle is repeated after receiving feedback from the environment about the acceptability of their products. The specific problem is: lead is incomprehensible. In communicating with others, people assign meanings in their messages based on past experiences from previous social realities. Scalar chain, thus, facilitates coordination.