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.
Definition
"Co-ordination is the orderly synchronisation of efforts to provide the proper amount, timing, and directing execution resulting in harmonious and and unified actions to a stated objective"
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"Co-ordination is the integration of several parts into an orderly whole to achieve the purpose of undertaking"
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"Co-ordination is the integrating process in an orderly pattern of group efforts in an organisation toward the accomplishment of a common objective"
The concept of co-ordination is much broader than that of co-operation. Both these have to go side by side. Co-ordination is only a means to an end and not an end itself.
Principles of co-ordination
As the thinking function of management precedes the doing function, co-ordination endeavour must sort at the planning stage, otherwise it becomes impossible to secure co-ordination of activities and efforts in the execution of work.
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There is need for importance of direct personal contact in removing misunderstanding and conflict between departments.
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Co-ordination is continual activity that permeates through each each managerial function.
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There should be an integration of all efforts, actions and interests toward a common purpose. For this co-ordination call for the establishment of a reciprocal relationship among all pertinent factors by way of balancing, blending and joining together the factors with one another.
Need for co-ordination
Diverse and specialised activities-total activities of an organisation are divided into several units and subunits on the basis of either product specialisation. Every manager tends to concentrate his attention on activities and objectives of has own department. Hence co-ordination is needed to prevent and discourage too much concentration on one aspect of work.
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Empire building- to exaggerate self importance and personal motive is deeply implanted in human nature. This motive causes the individual department to be isolated from others, thus turning it as a separate entity. So co-ordination is needed to curb the growing tendency towards the empire building.
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Personal rivalries and prejudice-human organisation give rise in course of time to the development of personality politics among members. Under such situation, co-ordination is deliberately damaged by the members of the rival group. The perceptual conflict between line and staff positions or between personnel is a pointer to this problem
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Conflict of interests- subordination of individual interest to general interest acts as a bar to co-ordination. This subordination may arise from a number of causes by a laziness, 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.
Techniques of co-ordination
Communications-effective communication is arranged not only by building a network of communication systems but by allowing wide participation also in the decision making on the part of the affected persons.
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Orderly plans- standing plans like policies and procedures, standing orders and instructions communicate the expected pattern of behaviour required for co-ordinated action. Because of checking, observation and guidance involved and supervision, it aids much in developing co-ordinated efforts.
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Supervision- effective supervision aids in co-ordination much in developing co-ordinated effort by checking, observation and guidance.
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Leadership-leadership provides individual motivation and persuades the group to have identity of interests and outlook in group efforts.
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Departmentation-departmentation arranges for necessary correlation and interconnection of activities in an analytical manner by assigning duties and delegating authority in different positions is the work of departmentation.
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Direct contact-it permits the management members to exchange their ideas, prejudices and problems as well as to understand each others.
Types of co-ordination
Internal co-ordination- it refers to the blending of all efforts and activities and forces operating within an organisation or enterprise.
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External co-ordination- the blending of all efforts and activities and forces operating outside the enterprise or organisation which contribute to achieving the goals and objective of the organisation.
Internal co-ordination
Planning- it is a well thought out course of action to be taken for realising certain objectives through the available means, a good plan requires a perfect harmonisation between mean and ends and this in itself is an ct of co-ordination. 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.
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Organisation – organisation is set up with the primary purpose of securing co-ordination particularly interdepartmental and interpersonal. Departments and divisions are established to ensure a smooth flow of work without friction, failing or delaying.
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Direction – direction is concerned with making the human efforts more effective and productive through leadership, guidance, motivation, communication and supervision. Managers directing the efforts of employees towards a common goal. Supervision is a cementing force for securing better performance from workers. Supervisor gives assistance, advice or direction to obtain cohesive group efforts
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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 3 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 expect a steady improvement in the quality of goods and services so as to give them a higher standard of living.
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Employees-demand fair wages ,congenial working conditions ,steady employment satisfaction from the work as well as protection against hazards of accidents and sickness or old age
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Owners –want conservation of assets, efficient and continuous operation of business, fair returns on the investments and accurate information on several aspects of business.
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Other enterprise – an enterprise affects and is affected in turn by the activities of other enterprises particularly those in the same line of business. An enterprise purchase materials and services from other enterprises. Many enterprises are chained together by their customer –buyer relationships. Non-availability of materials may lead to forced stoppages of production on the part of some enterprise.
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Government regulations-the government at city, state or central level exerts potent forces that are to be recognised by all managers. Regulatory measures of government become so extensive 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 tax, tariff, labour etc is necessary
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General business economy-enterprises must adjust themselves with the swings of the trade cycle through economic forecasting and trend study.
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Technology 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. Without introducing new technological changes an enterprise cannot go ahead.
Importance of co-ordination
Quintessence of management: in a sense, management is primarily a task of co-ordination of all efforts, forces and activities that affect the enterprise from within and without it.
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Creative force- group efforts when co-ordinated create a result greater than the sum total of the individual and isolated. This composite effort is brought about by executive action on human relation and leadership.
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Unity of direction- co-ordination ensures unity if direction by way of securing spontaneous collaboration on the part of different departments.
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High employee morale- co-ordination tones up the general level of employee morale and provides satisfaction.
Hindrances to co-ordination
The uncertainty of the future, as to the behaviour of the individual and the people.
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The lack of knowledge, experience, wisdom and character among leaders and their confused and conflicting ideas and objectives.
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The lack of administration skill and technique.
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The vast number of variables involved and the incompleteness of human knowledge, particularly with regard to men and life.
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The lack of orderly methods of developing new ideas and programmes.
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Size and complexity, personality and political factors.
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Lack of leaders with wisdom and knowledge pertaining to public administration
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The accelerated expansion of public administration of international dimension.
Research Inputs
Coordination challenges in operating-room management: an in-depth field study (ref -7)
This study describes the multi-faceted information exchanges essential for an operating room suite to be managed within the context of efficient, cost effective, safe practice. Through the combined use of observation, the critical incident technique, and interviews, this study analyzed information issues that impact coordination. Results 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 complex setting.
References
Ward MJ, Price SA .Issues in nursing administration. St.Louis: Mosby;1991.
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Marquis B.L. ,Hutson C.J . Leadership roles and management functions in nursing– Theory and application. 5th ed. Philadelphia: Lippincott Williams and Wilkins; 2006.
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Douglass L M. The effective nurse- leader and manager. 5th ed. Mosby: St. Louis; 1996.
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Morrison M. Professional skills for leadership. Mosby: US; 1993.
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Ellis J R, Hartley C L. Managing and Co-ordinating nursing care. 3rd ed. Lippincott: Philadelphia;1995.
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Basvanthappa BT. Nursing administration. New Delhi: Jaypee brothers;2000.
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Cheryl L. Plasters, Seagull F J, Xiao Y. Coordination challenges in operating-room management: an in-depth field study. Amia annu symp proc; 2003.
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