Coordination: Meaning, Features, Importance, Principles

and Techniques
Meaning of Coordination:

Cooordination is very essential in management. Business has various functions. These

functions are performed by different individuals.

Moreover, performance of these functions requires division of work and grouping of

activities and making decisions at different levels.

All these necessitate co-ordination for attaining the desired goals. Co-ordination is concerned
with synchronizing, integrating or unifying all the group actions in an enterprise to achieve its
objectives.

It is a process by which the manager achieves harmonious group efforts and unity of actions
through balancing the activities of different individuals and groups of individuals and
reconciling their differences in interest or approach, for the attainment of common goals.

In the words of Mcfarland, “Co-ordination is the process whereby an executive develops

an orderly pattern of group efforts among his subordinates and secures unity of actions
in the pursuit of a common purpose.”

In an organisation, a number of persons work and every individual work is related with
others. Since all persons in the organisation contribute to the same end result, their
contributions should be maximum. Therefore, it is the task of the manager to put together all
the group efforts of the enterprise, and harmonies them carefully so as to give them
commonness of purpose.

This managerial function is known as ‘co-ordination’. He is to ensure that everybody in the

organisation understands the main objectives of the enterprise and works towards their
fulfillment in active co-operation with others. Co-ordination is like the team spirit of a
football match or the harmonious symphony of an orchestra.

In a football match, the individual players may be good at games and may put forth their best
efforts to win the match. But unless there is team spirit and co-operative efforts, the game
may not be won. Similarly, in an orchestra, everyone may be excellent instrumentalists, but
their individual work may take the turn of a disorder, if they are allowed to play on their
instruments independently.

It is the duty of the captain of the team and the conductor of the orchestra group to maintain
team spirit and unity of action for perfect harmony. So the function of co-ordination is also to
maintain this unity of action among the workers in order to realise the business objectives.

Co-ordination eliminates conflict between the head office and branches as well as between
departments of an organisation and removes difficulty in communication. Instead of
regarding co-ordination as a separate function of management, it must be considered as the
essence of management.
Features of Coordination:

The principal features of co-ordination may be stated as follows:

1. Co-ordination is concerned with the integration of group efforts and not individual
effort:

It involves the orderly arrangement of the activities of a group of people. However, individual
performance is related to the group performance. Co-ordination makes the individual efforts
integrated with the total process.

2. Co-ordination is the concerted efforts of requisite quality and quantity given at the
proper time:

In other words, co-ordination denotes co-operation i.e. collective efforts, plus time element
and direction element. According to Haimann : “Co-ordination is the orderly
synchronization of efforts of the subordinates to provide the proper amount, timing and
quality of execution so that their unified efforts lead to the stated objective, namely the
common purpose of the enterprise.”

3. Co-ordination is a continuous and dynamic process:

It is a continuous concept in the sense that it is achieved through the performance of

functions. And it is dynamic in nature because the functions themselves are dynamic and may
change over the period of time.

4. Co-ordination has three important elements, namely, balancing, timing and

integrating:

Co-ordination of different activities becomes possible only when different duties are
performed in the right time and in the right quantity.

As for example, if the purchase department of an enterprise buys the required raw material in
right time and in right quantity and supplies them to the production department, the
production department produces the commodities in right time and in proper quantity; and the
sales department of the enterprise can execute the order placed by a customer within the
specified time.

5. The task of co-ordination and co-operation do not mean the same thing:

Cooperation simply means that two or more persons are associated voluntarily in the
performance of some work through collective efforts. But it has no bearing with time, amount
and direction-dimensions in group efforts. In contrast, co-ordination implies application of
requisite amount of group efforts in the right time at the right direction through deliberate
executive action.

6. Co-ordination is the responsibility of every manager:

Co-ordination is the responsibility of every manager in the organisation, because he tries to
synchronize the efforts of his subordinates with others.

7. Co-ordination may be internal or external:

Co-ordination, as a blending factor of all activities and efforts, is to be exercised both within
and outside the enterprise. That is to say, co-ordination may be internal and external. Internal
co-ordination means the co-ordination of activities between the employees, between the
departments and managers at different levels inside the enterprise.

Outside the enterprise, the work of co-ordination is extended to bring about a harmonious
relationship with the activities of the competitors, suppliers and customers; the technological
and technical advances of the time, the regulatory measures of the government, the national
and inter-national inter-dependence as well as with the wishes and wants, likes and dislikes of
the consumers, employees and owners.

8. Co-ordination may be horizontal and vertical:

Horizontal co-ordination refers to co-ordination between the horizontal departments of the

same level in the managerial hierarchy. For example, co-ordination is necessary between the
sales manager, works manager, finance manager and the buyer, so that when the sales
department is ready to sell the new product, the production department will be in a position to
fill the orders; and the financial arrangements have been made so that the necessary funds are
available to have the suitable raw material and other factors.

Co-ordination of various functions between the independent managers calls for a greater
ability on the part of the superior manager. He has to ensure greater understanding between
the departmental managers so that they may cooperate.

On the other hand, vertical co-ordination takes place between the various links of the
different levels of the organisation. For example, take the case of production department
where we have the works manager and under him the superintendent and then the foreman,
and, lastly, the workmen.

In this situation, the activities assigned to the different levels must be co-ordinated. This
vertical co-ordination is secured by delegating authority, together with the means and manner
of directing, supervising and controlling.

Importance or Necessity of Coordination:

Co-ordination is regarded nowadays as the essence of management function. Need for co-
ordination arises out of the fact that different elements and efforts of an organisation are to be
harmonized and unified to achieve the common objectives. Without proper coordination
among all the members of a group, management cannot bring together the diverse elements
into one harmonious whole.

Its significance can be indicated by pointing out its importance or necessity in the
following points:
1. Co-ordination is necessary to ensure harmonious and smooth working of an
enterprise with its several departments, divisions or subdivisions:

For example, to ensure harmonious functioning of an organisation, it is essential that the

functions of purchasing, production and sales departments are co-ordinated. If the sales
manager procures a huge order to be executed within a specified time, without reference to
the production manager and the purchasing manager, it may turn out that the goods cannot be
produced in quantities ordered within the specified time.

Therefore, the inter-relationship among the functioning of purchase department, production

department and sales department demands the establishment of co-ordination.

According to Henry Fayol – “to co-ordinate is to harmonies all the activities of a concern
to facilitate its working and its success.”

2. Co-ordination ensures unity in direction in the midst of diversified activities:

By bringing together the different divisions and parts into oneness of the enterprise, co-
ordination enables the management authority to see the enterprise as one unified whole from
its different segments. So, co-ordination is necessary to link the functions of different
departments, divisions, sections and the like together and assure their contribution to total
result.

3. Co-ordination removes the conflict between personal interest of the employees and
general interest of the organization:

Individuals join the organisation to fulfill their needs. Many times, these needs may be
different from the group needs and goals. In such situations, organisational and individual
goals are not fully achieved. More the number of individuals in an organisation, the higher
will be the degree of such incompatibility.

It is essential for the organisational efficiency that both these goals are brought to a level of
conformity and the managers tries to integrate the individual and group goals through co-
ordination.

4. Co-ordination can produce something greater out of the collective efforts of the
individuals:

Properly co-ordinated group efforts achieve a greater result than what is possible from the
isolated efforts of the individuals.

5. Co-ordination provides a balance between the people of different capacities and

abilities:

It compensates the shortcomings of one by the strength of the other.

6. Co-ordination reconciles the impact of internal and external forces in the

organisation and ensures smooth running of affairs:
Internally, it combines the various resources of the business—money, materials, machinery
and methods—for the attainment of common goals of the organisation. Externally, the
environment is made more favourable to the business by giving due consideration to
customers, employees, financiers and the government. In this manner, co-ordination helps in
producing better results and becomes the essence of management.

7. Co-ordination ensures voluntary co-operation of the different members of the group:

Besides simplification of the organisation process, co-ordination harmonizes and integrates

the different programmes and policies of the business. Well-planned methods of co-
ordination not only strengthen supervision but ensures voluntary co-operation of the different
members of the group.

8. Co-ordination is a basic element in all effective organisations and is said to be the first
principle in organization:

It makes planning more purposeful, organisation more well-knit and control more regulated.

Principles of Coordination:

For achieving effective co-ordination, the following fundamental principles are to be

followed:

1. Direct Contact:

Co-ordination should be attained by direct contact with the parties concerned. Direct personal
communications bring about agreement on methods, actions and ultimate achievement. It also
eliminates red-tapeism and ensures prompt action. Direct contact is an effective means of co-
ordination.

2. Early Beginning:

Co-ordination can be achieved more readily at the initial stages of planning and policy-
making. Therefore, direct contact must begin in the very early stages of the process. If an
order for the supply of a particular goods has been booked and the raw materials to produce
them are not available, there will be trouble.

Contact among the purchasing manager, production manager and sales manager at art early
Stage would have made it possible to know whether the order could be executed.

3. Continuity:

Co-ordination must be maintained as a continuous process. It starts from planning and ends
when the objective is accomplished. Whenever there is division and distribution of functions
among the managers and departments, co-ordination is necessary. Every time a new situation
arises, a fresh effort of co-ordination is needed. So, the manager must constantly work at it
until the purpose is served.
4. Reciprocal Relationship:

Co-ordination should be regarded as a reciprocal relating to all factors in a situation, viz.

production, sales, finance, men, and management. For example, when ‘P’ works with ‘Q’ and
‘Q’ in turn, works with ‘R’ and ‘S’ each of the four finds himself influenced by the others.

5. Pervasiveness:

Co-ordination is an all-embracing activity in every management function. It is required in all

the activities at every level of the organisation. It is to be exercised both within and outside
the organisation.

6. Leadership:

Leadership is the most effective instrument of co-ordination. A leader in a group is the

coordinator of the group activities. He harmonizes all efforts of persons in the group. A
manager does not himself produce anything nor does he sell anything in the market.

He gets the commodities produced by the workers and gets them sold in the market by the
salesmen. In fact, he provides leadership and co-ordinates various functions.

7. Timing:

Timing is an important element of co-ordination. This principle points out that all functions
in the enterprise are to be done at the same time and at the same speed. If the purchase
department purchases and supplies materials timely to the production department, and if the
production is done timely, then the sales department can deliver the commodities to the
customers within the scheduled time.

8. Balancing:

This principle refers to the quantitative element of co-ordination. It means that all works are
to be done in right quantity. For instance, if a department produces half, another one-third and
the third the full quantity, their activities cannot be balanced. They have to perform their job
in right quantity for achieving co-ordination of their jobs.

9. Integrating:

All activities, decisions and opinions are to be integrated to achieve the enterprise objective.
For integration what is necessary is that all men and departments must perform their jobs at
the right time. For example, if all the parts of a machine are manufactured by the different
departments at the right time, they can be assembled within the specific time. Assembling the
parts of the machine is a coordinating function.

Techniques of Coordination:

The following measures or techniques have to be adopted in practice as tools for

securing better co-ordination in the working of an organisation:
1. Simplified Organisation:

In large organisations, there is a tendency towards over- specialisation. The organisation gets
divided into a whole series of units each one of which concentrates just on its own task. In
fact, each unit tends to be bureaucratic and its activities become ends in themselves instead of
being means to the overall ends of the organisation.

This creates problems of co-ordination. The remedy for this lies in placing the closely-related
functions and operations under the charge of an executive who functions as a coordinator.
Re-arrangement of departments may also be considered to bring about a greater deal of
harmony among the various wings of the organisation.

Furthermore, clear-cut organisation structure and procedures that are well-known to all
concerned will ensure co-ordination. Organisational procedures should cover all activities
and each person must be given to understand what he is responsible for and how his work is
related to that of other individuals.

2. Harmonized Programmes and Policies:

The ideal time to bring about co-ordination is at the planning stage. The plans prepared by
different individuals or divisions should be checked up to ensure that they all fit together into
an integrated and balanced whole. The coordinating executive must ensure that all the plans
add up to a unified programme. Moreover, co-ordinated activities must not only be consistent
with each other, but also be performed at the proper time.

3. Well-designed Methods of Communication:

Good communication brings about proper co-ordination and helps the members of a business
organisation to work together. Flow of communication in all directions will facilitate co-
ordination and smooth working of the enterprise. The use of formal tools like orders, reports
and working papers, and informal devices like the grapevine will provide adequate
information to all concerned.

Continuous, clear and meaningful communication provides every member with a clear
understanding of the nature and scope of his work as well as that of other persons whose
responsibilities are related to him. This aids the executives in coordinating the efforts of the
members of their teams.

4. Special Coordinators:

Generally, in big organisations, special coordinators are appointed. They normally work in
staff capacity to facilitate the working of the main managers. A co-ordination cell may also
be created. The basic responsibility of the cell is to collect the relevant information and to
send this to various heads of sections or departments so that inter-departmental work and
relationship are co-ordinated.

5. Co-ordination by Committees:

Co-ordination in management by committees is achieved through meetings and conferences.

Sometimes different committees are appointed to look after different areas of management,
namely, Purchase Committee, Production Committee, Sales Committee, Finance Committee,
etc. These committees take the group decision by exchanging their views and ideas and so it
has coordinating elements.

6. Group Discussion:

Group discussion is the other tool for co-ordination. It provides opportunities for free and
opens exchange of views and inter-change of ideas, problems, proposals and solutions. Face-
to-face communication enables the members to attain improved understanding of
organisation-wide matters and leads to better co-ordination.

7. Voluntary Co-ordination:

In ideal conditions, co-ordination should take place through voluntary co-operation of the
members. The basic principle of voluntary coordination is the modification of functioning of
a department in such a way that each department co-ordinates with other departments.

Each department or section or individual affects others and is also affected by others.
Therefore, if those departments, sections or individuals apply a method of working which
facilitates others, voluntary co-ordination is achieved. This can be done by horizontal
communication.

8. Co-ordination through Supervision:

The supervising executives have an important part to play in coordinating the work of their
subordinates. Where the work-load of an executive is so heavy that he cannot find adequate
time for co-ordination, staff assistants may be employed. They may recommend to the senior
official the action that he may take for ensuring co-ordination.

The cardinal principle involved in co-ordination is the balancing and keeping together the
different activities for a well-knit aggregate function, and its effectiveness depends upon
satisfactory delegation of authority, sharing of responsibilities and accountability, and proper
supervision—keeping in view the oneness of the organisation