Coordination

Coordination is the process of bringing together, integrating, and synchronising the group members to achieve unity of action to pursue common goals. It’s a hidden force that binds all management’s other functions together. Management uses its basic planning, organising, staffing, directing, and controlling to coordinate. As a result, coordination is not a distinct management function because achieving harmony between individual efforts towards achieving group goals is critical. The essence of management is coordination, which is implicit and inherent in all management functions. “Coordination is the orderly arrangement of group efforts to provide unity of action to pursue common goals.”

Concept of coordination

It allows managers to balance the activities of different individuals and groups and to coordinate different interests and approaches to achieve common goals, thereby achieving a collaborative group effort and unity of behaviour. 

 “Coordination is how leaders develop an ordered pattern of group efforts among their subordinates and ensure unity of behaviour in pursuit of common goals.

Characteristics of coordination

1. Coordination is about the integration of group efforts, not individual efforts. It involves an orderly arrangement of the activities of a group of people. Individual performance, on the other hand, is linked to group performance. Individual services are integrated throughout the process through coordination. 
2. An  adjustment is defined as a coordinated effort of the required quality and quantity provided at the right time. In other words, coordination means collaboration, group work, and an element of time and direction. “Coordination is the orderly synchronisation of the efforts of subordinates to provide the right scale, timing, and quality of execution so that their efforts lead to a set goal, which is a common goal of the organisation.
3.  Adjustment is a dynamic and continuous process. It is a continuous concept because it is realised through the execution of functions. It is also dynamic because its functionality can change over time. 
4.  Balance, timing and integration are three important aspects of coordination. Coordinating different activities is only possible if the tasks are completed on time and in sufficient quantity. Suppose your company’s purchasing department buys the required raw materials in sufficient quantities on time and delivers them to the production department. In this case, the production department produces a sufficient amount of goods on time, and the company’s sales department can process the customer’s order within the specified time. 
5.  The terms “coordination” and “cooperation” are not interchangeable: Cooperation simply refers to the voluntary association of two or more people performing a task through collective efforts. However, it has no bearing on the dimensions of time, amount, or direction in group efforts. On the other hand, coordination entails the deliberate application of the required group efforts at the right time and in the right direction.

Importance of coordination

Coordination is now regarded as the essence of management function. Coordination arises because various elements and efforts must be harmonised and unified to achieve common goals. Without proper coordination among all group members, management cannot bring diverse elements into one harmonious whole.

Coordination Principles

• Direct contact with the parties involved should be used to achieve coordination. Direct personal communication leads to agreement on methods, actions, and the ultimate goal. It also prevents red tape and ensures that action is taken quickly. Coordination can be accomplished more effectively through direct contact.
• In the planning and policy-making process, coordination is easier to achieve. As a result, direct contact must start at the beginning of the process. There will be problems if an order for a specific set of goods has been placed, but the raw materials are not available.
• Coordination must be carried out continuously. It begins with planning and concludes with the achievement of the goal. Coordination is required whenever functions are divided and distributed among managers and departments. Every time a new situation arises, a new coordinated effort is required. As a result, the manager must continue to work on it until the goal is achieved.
• Coordination should be viewed as a reciprocal relationship between all factors in a situation, including production, sales, finance, men, and management. When ‘P’ collaborates with ‘Q,’ and ‘Q,’ in turn, collaborates with ‘R,’ and ‘S,’ each of the four is influenced by the others.

Coordination Techniques

• Simplified organisations: Larger organisations tend to be over-specialised. The organisation is divided into several units, each solely responsible for its task. Each entity tends to be bureaucratic, and its activities end on its own, not as a means to achieve the organisation’s overall goals.
• Harmonious policies and programs: The best time to coordinate is during the planning phase. You need to double-check your individual or departmental plans to make sure they fit together and form an integrated, balanced whole. Coordinating executives need to ensure that all plans are integrated into a single program.
• Well-designed communication methods: Effective communication facilitates proper coordination and enables members of the business organisation to collaborate. The coordination and smooth operation of the company are supported by a continuous flow of communication in all directions.

Conclusion 

Coordination is the process of uniting, integrating and synchronising the efforts of group members to achieve unified action in pursuit of a common goal. It is a hidden force that connects all other management functions. Coordination is a word that has many meanings. Coordination puts together the efforts of the group. Coordination causes all actions to be performed at once. Coordination is a never-ending task.