Page 115 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes 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.

5.1.5 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.
2. Vertical and horizontal coordination: Coordination between different levels of an
organisation is called 'vertical coordination'. It is achieved by top management, through
delegation of authority. When coordination is brought between various positions, at the
same level in the organisation (i.e., between production, sales, finance, personnel, etc.) it
is called 'horizontal coordination'. Horizontal coordination is achieved through mutual
consultations and cooperation.

Task Enlist various types of coordination that you see around you in the organisation
that you are currently related to.
5.1.6 Systems Approach to Coordination

The systems approach decomposes an organisation into three broad components of actors, goals
and resources. The actors, comprising of entities such as management, employees, customers,

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