1) The document discusses coordination, which it defines as the orderly synchronization of efforts to achieve unity of action and accomplish organizational objectives. 2) It identifies the key elements of coordination as balancing, timing, and integrating activities. 3) The document outlines different types of coordination including internal and external coordination as well as vertical and horizontal coordination between organizational units.

1. CO-ORDINATION & APPROACHES
TO CO-ORDINATION

2. SUMMARY
1) What is co-ordination?
2) Meaning of co-ordination
3) Elements of co-ordination
4) Characteristic features of co-ordination
5) Types of co-ordination
A) Internal & external co-ordination
B) Vertical & horizontal co-ordination
6)Principles of co-ordination
7) Approaches to co-ordination
8) Significance of co-ordination

3. What is Co-ordination ?
 According to G.R. Terry,
 “Co-ordination is the orderly synchronization of
efforts to provide the proper amount,timing
,and directing of execution in harmonious and
unified actions to a stated objective.”
 Henry Fayol states , “to co-ordinate is to
harmonize all the activities of a concern in order
to facilitate it’s working and success.”

4. MEANING OF CO-ORDINATION
 1) Co-ordination implies an orderly pattern or
arrangement of group efforts to ensure unity of
action in the pursuit of common objectives.
 2) Co-ordination requires unification of diverse
and specialised activities.
 3) The purpose of co-ordination is to secure
harmony of action or team-work and concurence
of purpose.

5. Elements of Co-ordination
 According to Allen,
 “a manager in managing must co-ordinate the work
for which he is accountable by balancing ,timing
and integrating.”
 The three elements of Co-ordination are :-
 1) Balancing
 2) Timing
 3) Integrating

6. Characteristic Features of Co-ordination
 1)Co-ordination is not a distinct function but the very
essence of management.
 2)Co-ordination is the basic responsibility of management
and it can be achieved through the managerial functions.
 3)Co-ordination does not arise spontaneously or by force.
 4)The heart of co-ordination is “unity of action”.
 5)Co-ordination is a dynamic process.
 6)Co-ordination is required in group efforts ,not in individual
effort.
 7)Co-ordination has a common purpose of getting
organisational objectives accomplished.

7. Types of Co-ordination
 On the basis of scope or coverage ,
 1) Internal & External Co-ordination
 On the basis of flow,
 2) Vertical & horizontal Co-ordination

8.  Internal Co-ordination :-
 1) Planing & Co-ordination – A well thought plan of
action promotes coordination and a haphazard plan
retards it.
 2) Organising & Co-ordination – Organisation aims to
secure coordination among various human and
physical resources.
 3) Direction & Co-ordination – Co-ordination is
facilitated by good directing.
 4) Control & Co-ordination – Controlling must see that
there exists a co-ordination and harmony in working.

9.  External Co-ordination :-
 External influences and forces where the co-
ordination is most needed :-
 1) Owner ,employees and customers
 2) Government Regulations
 3) Changing Technology
 4) Other entreprises
 5) Business and Political Environment

10.  VERTICAL AND HORIZONTAL CO-ORDINATION
 Vertical coordination is required to ensure that all
levels in the organisation act in harmony and in
accordance with the goals and policies of the
organisation.
 Horizontal co-ordination
 Eg: Pyramid & Pizza concept.

11.  Principles of Co-ordination
 Mary Parker Follet has laid own four principles for
effective co-ordination:
 1) Direct personal contact- Direct communication is
the most effective way to convey ideas and
information.
 2) Early beginning-Coordination can be achieved
more easily in early stages of planning and policy-
making.
 3)Reciprocity-All factors in a given situation are
reciprocally related.
 4)Continuity-Coordination is an on-going or never-
ending process rather than a once-for –all activity.

12. Approaches to Co-ordination
 The main techniques of effective coordination are as follows :-
 1)Sound planning – The goals of the organisation
and goals of it’s units must be clearly defined.
 2)Simplified organisation – A simple and sound organisation is an
important means of coordination.
 3) Effective communication - Open and regular communication is
the key to coordination.
 4) Effective leadership and supervision – Effective leadership
ensures coordination of efforts both at the planning and the
execution stage.
 5) Chain of command – Authority is the supreme coordinating power
in an organisation.

13.  6) Indoctrination and incentives –
 Eg:- Profit-sharing
 7) Liaison departments - Liaison officers may be employed
where frequent contacts between different organisational
units is necessary.
 8) General staff – A general staff is very helpful in achieving
interdepartmental or horizontal coordination.
 9) Voluntary coordination – Self-coordination or voluntary
coordination is possible in a climate of dedication and
mutual co-operation.

14. Need and Significance of Co-ordination
 Coordination becomes necessary because of the
following reasons :
 1) Increase in size and complexity of operations – Need
for coordination arises as soon as the operations
become multiple and complex.
 2) Specialisation - Division of work into specialised
functions and departments leads to diversity and lack
of uniformity.
 3) Clash of interests – Coordination helps to avoid
conflict between individual and organisational goals.

15.  4) Different outlook – It becomes imperative to
reconcile differences in approach ,timing and effort to
secure unity of action.
 5) Conflicts – Co-ordination avoids potential sources of
conflict.

16.  REFERENCES
 1) MANAGEMENT – Stephen P. Robbins & Mary Coulter
 2)MANAGEMENT – Cannice,Weihrich & Koontz
 3)BUSINESS ORGANISATION & MANAGEMENT-C.B.
Gupta
 4)PRINCIPLES OF MANAGEMENT –J.K.Jain
 5)www.blonnet.com

17. THANKYOU
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