COORDINATION AS A MANAGEMENT FUNCTION

Introduction

Coordination is considered as an essential element of administration. Co-ordination is the integration, synchronisation or orderly pattern of group efforts in the institution towards the accomplishment of common objectives. To ensure a harmonious and smooth working of an organisation with a number of its divisions, department or its units, the activities in all the areas are required to be pulled together, unified and blended so as to give them a commonness and purpose. The concept of co-ordination is much broader than that of co-operation.

Definition

"Co-ordination is the orderly synchronisation of efforts to provide the proper amount, timing, and directing e ecution resulting in harmonious and and unified actions to a stated objective" "Co-ordination is the integration of several parts into an orderly whole to achieve the purpose of undertaking" "Co-ordination is the integrating process in an orderly pattern of group efforts in an organisation toward the accomplishment of a common objective"

Importance of co-ordination Creative force

group efforts when co-ordinated create a result greater than the sum total of the individual and isolated.

Unity of direction

co-ordination ensures unity if direction by way of securing spontaneous collaboration on the part of different departments.

High employee morale

co-ordination enhances the general level of employee morale and provides satisfaction

Diverse and specialised activities

Total activities of an organisation are divided into several units and subunits on the basis of either product specialisation. !very manager concentrate his attention on activities and objectives of hias own department. "ere co-ordination is needed to prevent and discourage too much concentration on one aspect of work.

Empire building

To e aggerate self importance and personal motive is deeply implanted in human nature. This motive causes the individual department to be isolated from others "ere also, co-ordination is needed to curb the growing tendency towards the empire building.

Personal rivalries and prejudice

human organisation give rise in course of time to the development of personality politics among members. #nder such situation, co-ordination is deliberately damaged by the members of the rival group.

Conflict of interests

$ubordination of individual interest to general interest often happen in organi%ations. This may arise arise from a number of causes like la%iness, incompetence and ambition as well as lack of loyalty, integrity or initiative on the part of employees. There is need for co-ordination to avoid conflicts or overlapping in the work of employees or units or as organisation.

echni!ues of co-ordination

Communication is the building block of effective co-ordination. "rderly plans- standing plans like policies and procedures, standing orders and instructions communicate the e pected pattern of behaviour required for co-ordinated action. #upervision- effective supervision helps in developing co-ordinated effort by checking, observation and guidance. $eadership-leadership provides individual motivation and persuades the group to have identity of interests and outlook in group efforts. Departmentation-departmentation arranges for necessary correlation and interconnection of activities by assigning duties and delegating authority in different positions is the work of departmentation. Direct contact-it permits the management members to e change their ideas, prejudices and problems as well as to understand each others.

ypes of co-ordination

Internal co-ordination E%ternal co-ordination.

Internal co-ordination

Planning
o o

To reach ends all plans include a programme mapping out the orderly course of action. To draw up an orderly course of action, all activities and efforts are to be interlinked, and desired for their guidance toward the desired end.

"rganisation

organisation is set up with the primary purpose of securing co-ordination

Direction

dmaking the human efforts more effective and productive through leadership, guidance, motivation, communication and supervision.

Control

control ensures the realisation of planned objectives through the process of work evaluation. The work progress is analysed and appraised in terms of quantity, quality, time use and cost.

External co-ordination There are & interesting parties-the customers, employees and the owners whose conflicting needs and demands have to be satisfied by managers of any business.

Consumers desire an uninterrupted supply of quality goods and services at fair process and e pect a steady improvement in the quality of goods and services so as to give them a higher standard of living. Employees-demand fair wages ,congenial working conditions ,steady employment satisfaction from the work as well as protection against ha%ards of accidents and sickness or old age "&ners 'want conservation of assets, efficient and continuous operation of business, fair returns on the investments and accurate information on several aspects of business. "ther enterprise ' an enterprise affects and is affected in turn by the activities of other enterprises particularly those in the same line of business. (n enterprise purchase materials and services from other enterprises. )any enterprises are chained together by their customer 'buyer relationships. *on-availability of materials may lead to forced stoppages of production on the part of some enterprise. (overnment regulations-the government at city, state or central level e erts potent forces that are to be recognised by all managers. +egulatory measures of government become so e tensive that no enterprise can stay in business without becoming thoroughly familiar with the socioeconomic trends which produce these restrictive

regulations. Compliance with various laws relating to ta , tariff, labour etc is necessary

(eneral business economy-enterprises must adjust themselves with the swings of the trade cycle through economic forecasting and trend study. echnology advances-an enterprise must secure the benefit of new technology which is being made continually available in our society through research and interventions .technological advances contribute significantly towards the reduction of cost and the improvement of productivity. ,ithout introducing new technological changes an enterprise cannot go ahead.

Hindrances to co-ordination -. The uncertainty of the future, as to the behaviour of the individual and the people. .. The lack of knowledge, e perience, wisdom and character among leaders and their confused and conflicting ideas and objectives. &. The lack of administration skill and technique. /. The vast number of variables involved and the incompleteness of human knowledge, particularly with regard to men and life. 0. The lack of orderly methods of developing new ideas and programmes. 1. $i%e and comple ity, personality and political factors. 2. 3ack of leaders with wisdom and knowledge pertaining to public administration 4. The accelerated e pansion of public administration of international dimension. )esearch Inputs Coordination challenges in operating-room management* an in-depth field study 5ref -26 This study describes the multi-faceted information e changes essential for an operating room suite to be managed within the conte t of efficient, cost effective, safe practice. Through the combined use of observation, the critical incident technique, and interviews, this study analy%ed information issues that impact coordination. +esults demonstrate how distributed team planning is inherent to the efficacy of the system, and discuss implications for information tools to support coordination within in a comple setting. )eferences -. ,ard )7, 8rice $( .9ssues in nursing administration. $t.3ouis: )osby;-<<-. .. )arquis =.3. ,"utson C.7 . 3eadership roles and management functions in nursing' Theory and application. 0th ed. 8hiladelphia: 3ippincott ,illiams and ,ilkins; .>>1. &. ?ouglass 3 ). The effective nurse- leader and manager. 0th ed. )osby: $t. 3ouis; -<<1. /. )orrison ). 8rofessional skills for leadership. )osby: #$; -<<&.

0. !llis 7 +, "artley C 3. )anaging and Co-ordinating nursing care. &rd ed. 3ippincott: 8hiladelphia;-<<0. 1. =asvanthappa =T. *ursing administration. *ew ?elhi: 7aypee brothers;.>>>. 2. Cheryl 3. 8lasters, $eagull @ 7, Aiao B. Coordination challenges in operating-room management: an in-depth field study. (mia annu symp proc; .>>&.