Here is an essay on ‘Co-Ordination in an Organisation’ for class 11 and 12. Find paragraphs, long and short essays on ‘Co-Ordination in an Organisation’ especially written for school and college students.
Essay on Co-Ordination in an Organisation
- Essay on the Meaning of Co-Ordination
- Essay on the Need for Co-Ordination
- Essay on the Techniques of Co-Ordination
- Essay on the Nature of Co-Ordination
- Essay on the Importance of Co-Ordination
Essay # 1. Meaning of Co-Ordination:
Co-ordination is the process of synchronisation and harmonisation of the different activities within the enterprise with reference to time, progress of work, performance standards, etc. If the objectives of the business are to be realised with a minimum of friction and a maximum of cooperation, a system of coordination through establishment of formal relationship among different individuals and departments has to be instituted.
Henri Fayol, Louis A. Allen and Ordway Tead considered coordination as a separate managerial function. James D. Mooney considered coordination as the first principle of organisation. According to Mooney and Railey, “Co-ordination is the achievement of orderly group effort and unity of action in the pursuit of a common purpose.”
It is that process whereby an executive develops an orderly pattern of group effort among his subordinates and secures unity of action in the pursuit of common purpose. “It is the orderly synchronisation of efforts to provide the proper amount, timing and quality of execution resulting in harmonious and unified actions towards a stated objective.”
George R. Terry and Theo Haimann regard coordination as a permeating function of management passing through the managerial functions of planning, organising, staffing, directing and controlling.
Essay # 2. Need for Co-Ordination:
It is a pervasive function. The managers seek to achieve co-ordination through planning, organising, staffing, commanding and controlling. Performance of any of these functions is an exercise towards coordination. When all these functions are related to each other harmoniously into a unified whole, co-ordination is achieved.
In fact, managers at all levels, preside over the “nerve centres” of co-ordination in respect of their own spans of control. This means that co-ordination is the function of all levels of management and not merely of the top management.
Essay # 3. Techniques of Co-Ordination (How to Achieve Co-Ordination?):
(i) Clearly Defined Goals:
The goals of the enterprise should be laid down clearly. Every individual in the enterprise should understand the overall objectives and the contribution of his job to these objectives.
(ii) Precise and Comprehensive Programmes and Policies:
Laying down well defined programmes and policies is another measure for achieving effective coordination. This brings uniformity of action because everybody understands the programmes and policies which act as guides for taking decisions.
(iii) Clear Lines of Authority and Responsibility:
An enterprise is composed of several vertical and horizontal authority relationships. Authority flows from top through various positions down to the level of operative workers. There is a line of authority in every enterprise which indicates that who is accountable to whom. This line of authority and responsibility should be clearly defined to achieve coordination.
(iv) Effective Communication:
Effective communication is key to proper coordination. The channel of communication used in the enterprise should be reliable so that they are able to create proper understanding in the mind of the receiver. As advised by Mary Follett, personal contacts should be encouraged as it is the most effective means of communications for achieving coordination.
(v) Effective Leadership and Supervision:
Management can achieve better coordination through effective leadership and supervision. Effective leadership ensures coordination both at the planning and the implementing stage. Effective supervision is also necessary to guide the activities of individuals in the proper direction. This will bring unity of action which is essential to co-ordination.
Essay # 4. Nature of Co-Ordination:
Co-ordination means an orderly synchronisation of efforts of the people working in the organisation for the achievement of organisational objectives. It is a continuous process of achieving unity of purpose in the organization.
It includes all such deliberate efforts on the part of management whereby efforts of various parts of the enterprise are so blended that they move harmoniously towards the accomplishment of organisational objective.
Where a number of persons are working for the achievement of a common purpose, co-ordination is essential to achieve the purpose and synchronise their efforts. Co-ordination is an all-inclusive principle of organisation. It is also the all-inclusive function of management and not just one of its functions.
Management seeks to achieve co-ordination by performing various functions like planning, organising, directing and controlling. When all these functions are related to each other harmoniously, co-ordination is achieved. As a matter of fact, co-ordination is the essence of managing.
Essay # 5. Importance of Co-Ordination:
In order to achieve co-ordination among the subordinates and sub-units, the management performs the functions of planning, organising, staffing, directing and controlling. Coordination is required in every function of management. Plans of different departments and divisions must be properly coordinated, otherwise the objectives of the organisation as a whole cannot be accomplished,
Co-ordination is equally important in organising. All activities required to achieve the desired objectives must be properly grouped and assigned to the right people. In staffing, a balance must be attained between job requirements and the qualities of the personnel who are placed on different jobs.
The direction function of management is an attempt in achieving co-ordination. Supervision, motivation, leadership and communication are designed to secure unity of action in a group. Co-ordination is also involved in controlling. Corrective measures must be synchronised with the cause and time of deviations from the desired performance.
Thus, coordination is the silken thread running through the entire process of management. That is why, it is called the essence of management.
Co-ordination results in creation of a true whole that is larger than the sum total of its parts. The analogy of the conductor of a symphony orchestra is appropriate here. The conductor by his coordinating skills of vision, leadership and simultaneous attention to totality of the orchestra group and its individual instrument players, creates a living musical performance and not mere noise.
In any case, management has no alternative but to perform mediating, moderating and motivating roles in securing coordinated action. Mediation with external environment, moderation while controlling internal environment and motivation of individual organisational members are integral coordinating functions of management.