This document discusses coordination in management. It defines coordination as managing interdependence between work units. The document outlines the need for coordination when work is divided into specializations. It describes techniques for coordination including committees, liaisons, and workflows. It also addresses the challenges of coordination when units have different goals or time orientations. Finally, it discusses taking a systems approach to coordination and coordinating global operations through expatriates and corporate socialization.
This document discusses coordination in management. It defines coordination as managing interdependence between work units. The document outlines the need for coordination when work is divided into specializations. It describes techniques for coordination including committees, liaisons, and workflows. It also addresses the challenges of coordination when units have different goals or time orientations. Finally, it discusses taking a systems approach to coordination and coordinating global operations through expatriates and corporate socialization.
This document discusses coordination in management. It defines coordination as managing interdependence between work units. The document outlines the need for coordination when work is divided into specializations. It describes techniques for coordination including committees, liaisons, and workflows. It also addresses the challenges of coordination when units have different goals or time orientations. Finally, it discusses taking a systems approach to coordination and coordinating global operations through expatriates and corporate socialization.
Prof. and Head, Registrar (Academics) Department of Computer Applications Ramaiah Institute of Technology Learning Outcomes • Know the meaning of coordination and its differences from cooperation and control • Relate the need for coordination • Describe the requisites for excellent coordination • Explain the types of coordination • Present the techniques of coordination • Identify the difficulty of coordination • Present the systems approach to coordination • Examine the coordination of global operations Introduction • The management of a modern enterprise is based on the principle of specialization or division of labor • Coordination is the management of interdependence in work situations • For example, in a hospital, the activities of doctors, nurses, ward attendants, and lab technicians must be properly synchronized if the patient is to receive good care. Well – Coordinated Enterprise • Each department works in harmony with the rest • Each department, division and sub – division is precisely informed as to the share it must take in the common task • The working schedule of the various departments is constantly attuned to circumstances. Is coordination a separate function of management? • Coordination must be considered not as a separate function, but as an essential art of all the managerial functions of planning, organizing, directing and controlling • He defines relationships between departments in such a manner and sets them in such a way that coordination will result. • In controlling, the manager evaluates operations and checks whether performance is in conformity with the desired standards. Distinction between coordination and cooperation • For instance consider a group of men attempting to move a heavy object
• Coordination is superior in order of importance to cooperation.
Distinction between coordination and control
• Control is direct intervention
• Coordination provides the appropriate linkage between different task units within the organization • Longer time span than control Need for coordination • Division of labour • A car is equipped with accelerator, brake and clutch. Operate them all simultaneously and to their limit, you will generate a lot of noise but no movement. Coordinate them and manage their interactions, and you progress. • Interdependence of units. • Units can be linked in three ways • Pooled interdependence • Sequential interdependence • Reciprocal interdependence Reciprocal dependence
Output Input Output
(post- Input (Machines (post- Production Maintenance maintenance requiring maintenance Department Department machines) maintenance) machines) Individual interests versus organizational interests Requisites for excellent coordination • Direct contact • Early start • Continuity • Dynamism • Clear-cut objective • Simplified organization • Clear definition of authority and responsibility • Effective communication • Effective leadership and supervision Types of coordination • Internal or external • Vertical or horizontal • Procedural or substantive Techniques of coordination (approaches to coordination) • Employing only basic coordinating techniques • Rules, procedures and policies • Planning • Hierarchy • Increasing coordination potential • Direct contact • Task force Techniques of coordination (approaches to coordination) • Increasing coordination potential • Committees • Induction • Indoctrination • Incentives • Liaison departments • Workflow • A workflow is the sequence of steps by which the organization acquires inputs and transforms them into outputs and exports these to the environment Techniques of coordination (approaches to coordination) • Reducing need for oordination Difficulty of coordination • Difference in Orientation towards particular goals • Difference in time orientation • Difference in interpersonal orientation • Differences in formality of structure. System approach and coordination • What are the strategic parts of the system? • What is the nature of mutual dependency of various parts? • What are the main processes in the system which link the parts together and facilitate their adjustments to each other? • What are the goals sought by the system? Coordinating global operations • Maintaining a higher ratio of expatriates in the top management teams of those units that play a bigger role in the MNE’s global integration • Corporate socialization • Selection of entry mode aligned with the MNE’s need for organizational control and global integration.