Page 114 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 5: Coordination, Centralisation and Decentralisation

5.1.3 Principles of Coordination Notes

Mary Parker Follet has brought forth various principles of coordination in the following fashion:
1. Principle of direct contact: In the first principle, Mary Parker Follet states that coordination
can be achieved by direct contact among the responsible people concerned. She believes,
that coordination can be easily obtained by direct interpersonal relationships and direct
personal communications. Such personal contacts bring about agreement on methods,
actions, and ultimate achievement of objectives. Direct contacts also help wither away the
controversies and misunderstandings. It is based on the principle, that coordination is
better achieved through understanding, not by force, order and coercion.
2. Early stage: Coordination should start from the very beginning of planning process. At
the time of policy formulation and objective setting, coordination can be sought from
organisational participants. Obviously, when members are involved in goal-setting,
coordination problem is ninety percent solved. It is because participative goal-setting
enables agreement and commitment to organisational goals and there is no question of
conflict and incongruency of goals of individuals and organisations. Coordination, if not
initiated in the early stages of planning and policy formulation, becomes difficult to
exercise in the later stages of execution of plans.

3. Reciprocal relationship: As the third principle, Mary Follet states, that all factors in a
situation are reciprocally related. In other words, all the parts influence and are influenced
by other parts. For example, when A works with B and he in turn, works with C and D,
each of the four, find themselves influenced by others that is influenced by all the people
in the total situation. Follet contends that this sort of reciprocal relation and this sort of
interpenetration of every part by every other part, and again by every other part, as it has
been permeated by all, should be the goal of all attempts at coordination.
4. Principle of continuity: The fourth principle, advocated by Follet, is that coordination is a
continuous and never-ending process. It is something which must go on all the times in
the organisation. Further, coordination is involved in every managerial function.
5. Principle of self-coordination: In addition to the four principles listed by Follet above,
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. However, if other departments are modified in such a fashion,
that it affects the particular department favourably, then self-coordination is said to be
achieved. For instance, as we know, there must be coordination between the level of
production and sales. When the production department alters its total production in such
a way, so as to suit the sales capacity of the marketing department (even before the
marketing department makes request to cut down production or to increase production),
then self-coordination is said to have taken place. This, of course, requires effective
communication across the departments. This principle is rarely practised in day-to-day
life.

5.1.4 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

LOVELY PROFESSIONAL UNIVERSITY 109