1. Management functions
CO-ORDINATON

2. CO-ORDINATION DEFINITION
CO-ORDINATION is the synchronization (unification or integration) of the actions of all individuals, working in the enterprise in different capacities; so as to lead to the most successful attainment of the common objectives.
Following are some Good definitions of co-ordination:-
“Co-ordination is the orderly arrangement of group efforts to provide unity of action in the pursuit of common purpose.”- James D. Mooney and A.C. Reilly
“Co-ordination is the process whereby an executive develops an orderly pattern of group efforts among his subordinates and secures unity of action in the pursuit of common purpose.”- Dalton E.Mc Far land

3. NATURE OF CO-ORDINATION
CO-ORDINATION is included in every Managerial Function; let us consider how it is included:-
1)Planning and Co-ordination
While making plans for the enterprise, the management must see to it that the different plans of the Enterprise, of its various sub-units and various departments are integrated. If this integration in planning is not cared for;individuals,proceeding according to such plans, would perform diversely; and to co-ordinate their actions would be a complex problem for the management.
2)Objectives provide reason and direction of coordination; plans,programmes set down pattern of Coordination; Policies and Procedures serve as coordinating mechanism.

4. ORGANISING AND CO-ORDINATION
1)Horizontal and Vertical relationships in an Organization provide pattern of coordination among various job holders. Chain of command gives authority and Responsibilities for Coordinating the activities of the subordinates.
2)Unless the manager bears in mind how various groups are to function together, the organization will not be a successful one. The manager must look at it both Horizontally and Vertically. Thus Coordination is an essential part of organizing.

5. DIRECTING AND CO-ORDINATION
1)Communication provides mechanism for coordination; leadership and supervision ensure coordination of activities for various employees; motivation aims at encouraging employees to Coordinate.
2)The very essence of giving orders,instructing,coaching and guiding subordinates in coordination of their activities in such a manner that he overall enterprise objectives will be achieved in the most efficient way.

6. CONTROL AND COORDINATION
1)Attention is paid to coordination at various stages. Setting standard involves consideration of coordination among different activities; analysis of deviation involves evaluation of achieved coordination and Desired coordination; Corrective action involves need for Greater coordination.
2)Through this function the manager comes to know whether or not the current activities are in tune with the desired activities. It brings about coordination and leads the organization to desired objectives and goals.

7. Objectives of Coordination
1)Reconciling Goals-Coordination aims to integrate the goals of different individuals so that there is unity of action.
2)Synergy-Coordination aims to synergize the total accomplishments which is far more than the sum of individual achievements.
3)Economy and Efficiency-Coordination saves duplication of efforts, thereby saving time and labour.By properly coordinating different activities, optimum utilization of Resources can be made.

8. Objectives continued:
4)Mutual cooperation-Coordination helps prevent conflicts between individuals and groups by mutual cooperation and understanding. This leads to Good Interpersonal relations, higher job satisfaction and better morale.
5)Retention of employees-Coordination ensures survival, growth and good image of organization. Such organization can attract and retain competent personnel, leading to reduction in turnover and absenteeism.

9. NEED FOR COORDINATION
1)DIVISION OF LABOUR-Breaking down of organizational tasks into sub-tasks require integration and synchronization so that they contribute to each other’s success. Coordination is necessary for achieving this objective.
2)VERTICAL DIFFERENTIATION-Multiple levels in the organization create need for coordination so that the activities and efforts of all Employees in a division contribute to divisional objectives in particular and organizational objectives in General

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3)FUNCTIONAL DIFFERENTIATION-Creation of different functional departments add to the need of effective coordination. Activities of all functional groups should be coordinated so that they all are put simultaneously in the direction of the organizational goals.
4)LINE AND STAFF FUNCTIONS-Due to continuous conflict between line and staff relations, there is need for developing effective coordinating mechanism.

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5)ALLOCATION AND LIMITED RESOURCES- Competition for scarce resources like capital,manpower,materials etc among various groups in the organization gives rise to power, politics and antagonism. This needs to be resolved by Coordinating mechanism.
6)INDIVIDUAL DIFFERENCES-There is a wide variation of human nature and attitudes in an organization. Some are willing to coordinate their activities with others, while others need close supervision for getting them to coordinate their work with others. Manager needs to adjust his coordination techniques to suit individual differences

12. TYPES OF COORDINATION
1)VERTICAL AND HORIZONTAL COORDINATION-Vertical coordination refers to synchronization of activities and efforts of people at different levels through delegation of authority. Horizontal coordination means coordination between various positions at the same level in the organization which is brought about through mutual consultation and cooperation.

13. 2)INTERNAL AND EXTERNAL COORDINATION
Synchronization of the activities and efforts of individual within each of divisions of an organization is called internal coordination. External coordination refers to synchronization of activities and efforts between and its external enviornment.It is essential for survival and growth of organization.

14. 3)PROCEDURAL AND SUBSTANTIVE COORDINATION
In substantive coordination, emphasis is on how inter-related activities should be divided so that they are performed in a synchronized manner.
Procedural coordination involves prescribing procedures for performing those activities which have impact on other departments.

15. INTERNAL COORDINATION
FAYOL has suggested three characteristics of effective internal coordination:
1)Each department works in harmony with the other departments.
2)Each department, division and sub-division knows the share it must assume of the common tasks.
3)Each department and sub-division adjusts its working schedule to circumstances.