Co-ordination Meaning Features Follet’s four principles of Co-ordination Importance Management control Characteristics Process Importance Techniques Behavioural aspects

1. CO-ORDINATION
PRESENTED BY:
PRINSON RODRIGUES

2. SUB-TOPICS:
 CO-ORDINATION
 MEANING
 FEATURES
 FOLLET’S FOUR PRINCIPLES OF CO-ORDINATION
 IMPORTANCE
 MANAGEMENT CONTROL
 CHARACTERISTICS
 PROCESS
 IMPORTANCE
 TECHNIQUES
 BEHAVIOURAL ASPECTS

3. CO-ORDINATION

4. CO-ORDINATION
Co-ordination is the unification, integration, synchronization of the
efforts of group members so as to provide unity of action in the pursuit of
common goals. It is a hidden force which binds all the other functions of
management. According to Mooney and Reelay, “Co-ordination is orderly
arrangement of group efforts to provide unity of action in the pursuit of
common goals”.
Management seeks to achieve co-ordination through its basic functions of
planning, organizing, staffing, directing and controlling. That is why, co-
ordination is not a separate function of management because achieving
of harmony between individuals efforts towards achievement of group
goals is a key to success of management. Co-ordination is the essence of
management and is implicit and inherent in all functions of management.

5. FEATURES OF CO-ORDINATION
 Coordination Integrates Group efforts:
The concept of coordination always applies to group efforts. There is no need for
coordination when only single individual is working.
 Ensure Unity of efforts:
Coordination always emphasises on unifying the efforts of different individuals because
conflicting efforts may cause damage to organisation. The main aim of every manager is to
coordinate the activities and functions of all individuals to common goal.
 Continuous process:
Coordination is a non-ending function. It is a continuous function although its degree may
vary. The managers work continuously to achieve coordination and maintain coordination
because without coordination companies cannot function efficiently.

6.  Coordination is a pervasive function:
Coordination is a universal function; it is required at all the levels, in all the departments
and to perform all the functions due to interdependence of various activities on each other.
 Coordination is the responsibility of all managers:
Coordination is not the task of only top level managers but managers working at different
levels try to coordinate the activities of organisation. 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.
 Coordination is a deliberate function:
Every manager tries to coordinate the activities of organisation to avoid confusion and
chaos. 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.

7. FOLLETT’S FOUR PRINCIPLES OF
CO-ORDINATION
1. Principle of Early Stage: According to this principle, coordination must start
at an early stage in the management process. It must start during the planning
stage. This will result in making the best plans and implementing these plans
with success. If coordination is started early only then all the management
functions will be performed successfully. Thus by initiating proper coordination
the organisation will achieve all its objectives easily and quickly.
2. Principle of Continuity: According to this principle, coordination must be a
continuous process. It must not be a one-time activity. The process of
coordination must begin when the organisation starts, and it must continue
until the organisation exists. Coordination must be done continuously during
the management process. It must be done during planning, organising,
directing and controlling.

8. 3. Principle of Direct Contact: According to this principle, all managers must have
a Direct Contact with their subordinates. This will result in good relations
between the manager and their subordinates. This is because direct contact
helps to avoid misunderstandings, misinterpretations and disputes between
managers and subordinates. It enables the managers to coordinate all the
different activities of their subordinates effectively and efficiently.
4. Principle of Reciprocal Relations: The decisions and actions of all the people
(i.e. of all managers and employees) and departments of the organisation are
inter-related. So, the decisions and actions of one person or department will
affect all other persons and departments in the organisation. Therefore, before
taking any decision or action all managers must first find out the effect of that
decision or action on other persons and departments in the organisation. This is
called the Principle of Reciprocal Relations. Co-ordination will be successful only
if this principle is followed properly.

9. ADDITIONAL PRINCIPLES OF CO-
ORDINATION
After Mary Parker Follett, modern management experts have extended her
list by adding 3 additional principles of coordination. These additional or
supplementary principles of coordination are explained as follows :-
5. Principle of Effective Communication
6. Principle of Mutual Respect
7. Principle of Clarity of Objective

10. IMPORTANCE OF CO-ORDINATION
The need and importance of coordination can be judged from these points:
• Co-ordination encourages team spirit
• Co-ordination gives proper direction
• Co-ordination facilitates motivation
• Co-ordination makes optimum utilization of resources,
• Co-ordination helps to achieve objectives quickly,
• Co-ordination improves relations in the organization,
• Co-ordination leads to higher efficiency; and
• Co-ordination improves goodwill of the organization.

12. MANAGEMENT CONTROL
A management function aimed at achieving defined goals within an established timetable,
and usually understood to have three components:
(1) setting standards
(2) measuring actual performance
(3) taking corrective action

13. CHARACTERISTICS OF CONTROL
 Control is a Managerial Process:
Management process comprises of five functions, viz., planning, organizing, staffing,
directing and controlling. Thus, control is part of the process of management.
 Control is forward looking:
Whatever has happened has happened, and the manager can take corrective action only of
the future operations. Past is relevant to suggest what has gone wrong and how to correct
the future.
 Control exists at each level of Organization:
At every level the control will differ – top management would be involved in strategic
control, middle management into tactical control and lower level into operational control.

14.  Control is a Continuous Process:
Controlling is not the last function of management but it is a continuous process. Control is
not a one-time activity, but a continuous process.
 Control is closely linked with Planning:
Planning and controlling are closely linked. Planning sets the ship’s course and controlling
keeps it on course. Once control process is over its findings are integrated into planning to
prescribe new standards for control.
 Purpose of Controlling is Goal Oriented and hence Positive:
Control is there because without it the business may go off the track. The controlling has
positive purpose both for the organization and individuals.

15. PROCESS OF MANAGEMENT CONTROL
 Establish the Standards:
Within an organization’s overall strategic plan, managers define goals for organizational departments in
specific, precise, operational terms that include standards of performance to compare with organizational
activities.
 Measure Actual Performance:
Most organizations prepare formal reports of performance measurements both quantitative and qualitative
(where quantification is not possible) that the managers review regularly. These measurements should be
related to the standards set in the first step of the control process.
 Compare Performance with the Standards:
This step compares actual activities to performance standards. When managers read computer reports or
walk through their plants, they identify whether actual performance meets, exceeds, or falls short of
standards.
 Take Corrective Action and Reinforcement of Successes:
When performance deviates from standards, managers must determine what changes, if any, are necessary
and how to apply them.

16. IMPORTANCE OF MANAGEMENT CONTROL
Guides the Management in Achieving Pre-determined Goals: The continuous flow of information
about projects keeps the long range of planning on the right track. It helps in taking corrective actions
in future if the performance is not up to the mark.
Ensures Effective Use of Scarce and Valuable Resources: The control system helps in improving
organizational efficiency. Controls put psychological pressure on persons in the organization. On the
other hand control also enables management to decide whether employees are doing right things.
Facilitates Coordination: Control helps in coordination of activities through unity of action. Every
manager will try to coordinate the activities of his subordinates in order to achieve departmental
goals.
Leads to Delegation and Decentralization of Authority: A decision about follow-up action is also
facilitated. Control makes delegation easier.
Spares Top Management to Concentrate on Policy Making: For control processes management’s
attention is not required every now and then. The management by exception enables top management
to concentrate on policy formulation.

17. TECHNIQUES OF MANAGERIAL CONTROL
There are two methods of Managerial Control:
 Traditional Technique: These are the techniques being used by companies from a long
time and still are used extensively.
 Modern Technique: These techniques are of recent origin, and provide refreshingly new
thinking on the way in which various aspects of an organisation are controlled.

18. TECHNIQUES OF MANAGERIAL CONTROL
Traditional Control Techniques:
 Personal Observation
 Statistical Reports
 Break even analysis
 Budgetary Control
Modern Control Techniques:
 Return On investment
 Ratio Analysis
 Responsibility Accounting
 Management Audit
 PERT and CPM
 Management information

19. BEHAVIOURAL ASPECTS
 Control affects individual freedom. Hence, it is common for individuals to resist certain
controls if such controls put constraints on their freedom.
 Control carries certain status and power implications. For example, a quality control
inspector may carry more power than a line supervisor and this may be resented.
 When controls are based upon subjective and personal judgements as against quantified
performance, standards and appraisals, these may create interpersonal or intergroup
conflicts within the organization.
 Excessive number of controls may limit flexibility and creativity. This may lead to low
levels of employee satisfaction and personal development.
 Controls may influence the generation of invalid and inaccurate information.
 Controls can be resented by employees if they have no control over the situation.
 The control system must be synchronized to create a balance among all affecting and
inter-connected variables. The standards should complement each other and not
contradict each other.

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