Mary Follett says that Coordination can be achieved by direct contact of the responsible people. Mary Parker Follett laid down the following principles of coordination: The activities of different individuals can be coordinated effectively through direct personal contacts. So, the decisions and actions of one person or department will affect all other persons and departments in the organisation. All the departments then can extend cooperation and har­monize their activities. Self-Coordination 8. As Koontz and O’ Donnel put in, “good co-ordination will remove critical points as they arise: excellent coordination will anticipate them and prevent their occurrence”. Changes in organisational environment necessitate changes in the techniques of coordination. It should be remembered that co-ordination is a continuous process and it should be practised in the organization so long as the enterprise exists. Integration of efforts becomes easy by the mutual consultation and participation otherwise it is difficult in the execution of work. Mary Parker Follett has given 4 principles for effective co-ordination: 1. According to this principle, all managers must have a Direct Contact with their subordinates. Top executives should supervise the work of subordinates to ensure successful performance as planned. Human-computer- the performer role is delegated to a computational system. The external environment of business influences the internal activities of the business. Large number of subordinates under one manager can make coordination amongst their efforts difficult. Thus by initiating proper coordination the organisation will achieve all its objectives easily and quickly. For the effective coordination, Mary Parker Follett introduced the following principals: The coordination process should take place in the early stage of the planning and policy formulation. This facilitates to get better co-ordination. Similarly, it also enables the management to understand the various difficulties that different employees may have to face. All the factors in a situation are reciprocally related. Unity of command helps in coordinating the activities of individuals and departments. This helps in exchanging ideas and opinions in a better way and clarifying the reasons for conflicts more easily. So long as there are different segments in an enterprise, there exists the need for constant exchange of information and for coordination of their efforts. Similarly, in a group every person influences all others and is in turn influenced by others. Direct face-to-face communication is the most effective way to convey ideas and information and to remove misunderstanding. Subordinates also pass upwards only those suggestions and complaints, which they feel should be brought to the notice of top managers through middle level managers. It is a continuous and a circular activity. Somebody recommended that if there are dissimilar functions between two sections or departments, these two departments should be handed over to only one executive. This is called the Principle of Reciprocal Relations. Similarly, all employees must show a friendly attitude and should respect each other during interactions. A situation can be easily visualised where all elements are influenced by doing and undoing of each one. Direct Contact: The principle of direct contact is concerned with the cross relation between the heads of departments, rather than up and down the line through the chief executive. Coordination is a never-ending function of the management. This is between the forces and functions of different component parts of the organization. Coordination should be a continuous process starting with planning and running through the other managerial processes. There are no fixed and rigid rules for coordination. From the very beginning attempt should be made to create an impression on every employee that he should work in co­ordination with the other departments and perform his respective role in the interest of the enterprise. 2.4.1 Principles of decision making (Part 1) 6:18. Co-ordination helps in anticipating the problems and measures to avoid them can be taken. This will result in making the best plans and implementing these plans with success. Buy Principles of Coordination Polymerisation (Materials Science): Heterogeneous and Homogeneous Catalysis in Polymer Chemistry -- Polymerisation of ... Heterocyclic and Heterounsaturated Monomers 1 by Kuran (ISBN: 9780470841419) from Amazon's Book Store. Samples_Coordination Group Terms of Reference; Samples_Coordinator Terms of Reference; Co-Chair Materials; Needs Assessments and Gaps Analysis. willingness to give and take among the persons and activities concerned. It should be noted that “good co-ordination will remove the critical points as they arise, excellent co-ordination will anticipate them and prevent their occurrence”. Disclaimer Copyright, Share Your Knowledge (Known as Computer Supported Cooperative Work, CSCW. So, the management must take necessary steps to explain the objectives to the departmental heads. He must also know who his subordinate. It also helps in bringing out agreement on actions, methods and ultimate attainment of goals. Managers have to make deliberate efforts to bring unity of purpose in the activities of subordinates. It should not be left to a mere chance. D and I are the next level, and so on. Therefore, the lack of coordination at the early stage may result in business failure. So, co-ordination is modified according to the external environment and internal actions and decisions. Better and effective co­ordination, according to Mary Parker Follett, can be achieved if the following principles are adhered to: Co-ordination can be best achieved by direct personal contacts among the responsible people concerned. It means, there is a possibility of personal contact. Co­ordination will be successful only if this principle is followed properly. This is done using “Gang Plank” / “Bridge”/”Direct Contact”. Reciprocal Relationship: Another principle of co-ordination is reciprocal relationship of all the factors in a situation. Types of Coordination. So self-coordination is the initial measure or principle of effective coordination. It affects the manager’s ability to coordinate the activities of subordinates working under him. It goes on relentlessly from the very beginning. If it stops somewhere, it will be harmful for the entire business organisation. This helps in mutual understanding and creates mutual confidence. TOS4. It becomes difficult to secure coordination at the execution stage. Production manager, in turn, co- ordinates with sales and marketing manager and other managers. Thus, co-ordination is achieved through co-operation and mutual understanding and not by force, order or coercion. Coordination: linking together words, groups of words (clauses), or sentences of equal type and importance, to put energy into writing. Everyone in the organisation must know the objectives very clearly. A must for effective co-ordination, as per this principle, is direct face to face contact between important and responsible persons in the enterprise, through interpersonal, horizontal relationship. In simple words every member of the organisation maintains relationship with each other in the total situation. This chain facilitates coordination as top managers pass orders and instructions down the chain which are necessary for subordinates to work efficiently. It is through division of work specialization can be achieved which results in effective organization. 3. If there is a deadline, there is a probability of arbitration failure. Mary Parker Follett has laid out four principles for effective co-ordination; Direct personal contact – according to this principle co-ordination is best achieved through direct personal contact with people concerned. It states that the act of publishing a new zoological name thereby automatically and simultaneously establishes all the corresponding names in the relevant other ranks, with the same type. Share Your Word File In contrast to the principle of continuity, difference of opinions and information gap may appear and misunderstanding in inter departmental operations may crop up in the absence of coordination. (iii) Principles of Reciprocal Relationship: The principles states that all the factors in a situation like men, material, and environment are reciprocally related. However, if quick action is necessary, then this chain can be broken. However, if quick action is necessary, then this chain can be broken. Action Plan is the Fundamental Element of All Coordination Activities: Most individual human interactions are modeled by an action plan in which a performer delivers a condition satisfying a customer. This principal was introduced by brown. Effective communication plays a vital role in direct personal contact among members of the organization. 2. For instance, M works with N who in turn works with O and P, and the relationship of all the four will be reciprocal. Coordination Meaning. Early Start – Co-ordination can be easily achieved in the early stages of planning and policy making. It’s an important principle to remember as too much fabric will swamp us and can make you look larger. More the inter­dependence amongst organisational activities, more is the need for coordination amongst them. tennis and squash) require the coordination of hand, eyes and racket to connect the racket with the incoming ball as well as position our body in an appropriate position to return the ball efficiently and effectively. Direct contact helps in removing misunderstandings and conflicts between individuals and departments in the organization. Arbitration arises when a task is required to select only one of two (or more) potentially simultaneous activities, deferring action on the unselected ones without losing them. According to the principle, the whole work of a concern should be divided amongst the subordinates on the basis of qualifications, abilities and skills. Effective co-ordination entirely depends upon effective leadership. Direct contact is possible in small size organisation but in large organisation it is difficult to keep and maintain direct contact with the responsible persons. There must also exist a feeling of brotherly hood among managers and employees. Ideas, views, opinions, recommendations, feelings, etc., are conveyed to the receivers effectively through personal contact. 7. All these principles are required to be kept in mind while performing co-ordination function. If two sections or two department’s functions are most similar in nature, these two departments are put under one executive in charge. Co-ordination is a continuous process. If quick action is necessary, then a “Gang Plank” “BK” is made. (Known as Concurrency Control, CC). Scalar chain, thus, facilitates coordination. Thus, it’s purpose is gain by maximum collaborative effectiveness and minimum friction. Co-ordination will be successful only if the organisation has set its clear objectives. This will result in good relations between the manager and their subordinates. Elements of Coordination; Structures and Groups. It also brings harmony in carrying out the different tasks and activities to achieve the organization’s objectives efficiently. The managers must respect the feelings and emotions of the employees. He orders for the same. The nature and extent to which organisational activities are dependent on each other are considered by managers when they initiate to coordinate the organisational activities. This will facilitate free exchange of ideas. Scalar Chain is necessary for good communication. Planning is the beginning of an enterprise. Sound co­ordination is not fire-fighting but anticipating in advance the conflicts and preventing their occurrence. The script will be submitted along with the video. Coordination may be achieved easily during the early stages of planning and policy-making. Continuous Process: The fourth principle, recommended by Follett is that coordination is a continuous process. It refer to the number of subordinates that a manager can manage effectively. Effective communication facilitates a department to appraise the functions of another department. It does not end in a day or a month. Coordination and Principles of Coordination . As business enterprise is subject to alterations, co-ordination cannot remain static or cannot confine itself to any one department with fixed responsibilities. The solutions to all the following problems depend on a satisfactory solution to arbitration in the underlying system. Top executives may entrust this type of work to the supervisors. By keeping the process of coordination is a continuous flow of information and instructions down the following problems on... Success of co-ordinating activities depends on the other hand, finance manager also... 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