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Unit 10: Staffing and Coordination

5. Principle of self-coordination: In addition to the four principles listed by Follet above, Notes
Brown has emphasised the principle of self-coordination. According to this principle,
when a particular department affects other function or department, it is in turn, affected by
the other department or function. This particular department may not be having control
over the other departments.

10.7 Coordination Process

Coordination cannot be achieved by force or imposed by authority. Achieving coordination
through executive orders is a futile exercise. It can be achieved through person-to-person, side-
by-side relationships. Achieving effective coordination is a sequential process. It is possible
only when the following conditions are fulfilled.
1. Clearly defined and understood objectives: Every individual and each department must
understand what is expected of them by the organisation. Top management must clearly
state the objectives for the enterprise, as a whole. As pointed out by Terry, "there must be
commonness of purpose, in order to unify efforts". The various plans formulated in the
enterprise must be interrelated and designed to fit together.

2. Proper division of work: The total work must be divided and assigned to individuals in a
proper way. Here, it is worth noting the principle, 'a place for everything and everything
in its place'.
3. Good organisation structure: The various departments in the organisation must be grouped
in such a way that work moves smoothly from one phase to another. Too much
specialisation may complicate the coordination work.
4. Clear lines of authority: Authority must be delegated in a clear way. The individual must
know, what is expected of him by his superior(s). Once authority is accepted, the subordinate
must be made accountable for results, in his work area. There should be no room for
overlapping of authority and wastage of effort(s).

5. Regular and timely communication: Personal contact is generally considered to be the
most effective means of communication for achieving coordination. Other means of
communication such as records, reports, may also be used in order to supply timely and
accurate information to various groups in an organisation. As far as possible, common
nomenclature may be used so that individuals communicate in the 'same language'.
6. Sound leadership: According to McFarland, real coordination can be achieved only through
effective leadership. Top management, to this end, must be able to provide (i) a conducive
work environment, (ii) proper allocation of work, (iii) incentives for good work, etc. It
must persuade subordinates, to have identity of interests and to adopt a common outlook.

10.8 Types of Coordination

On the basis of scope and flow in an organisation, coordination may be classified as internal and
external; vertical and horizontal.
1. Internal and external coordination: Coordination between the different units of an
organisation is called 'internal coordination'. It involves synchronisation of the activities
and efforts of individuals, in various departments, plants and offices of an organisation.
The coordination between an organisation and its external environment, consisting of
government, customers, investors, suppliers, competitors, etc., is known as 'external
coordination'. No organisation operates in isolation. In order to survive and succeed, it
must set its house in order, and interact with outside forces in a friendly way.

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