Co ordination

co-ordination

1. CO- ORDINATION AND DELIGATION PRESENTED BY Mr,CHETAN R SANGATI IInd YR, M.Sc NURSING

2. What is co-ordination? Co-ordination is the integrating process in an orderly pattern of group efforts in an organization towards the accomplishment of an common objectives. Co-ordination is the orderly arrangement of group efforts to provide unity of an pursuit of common purpose.

3. CHARACTERISTICS GROUP EFFORT- The need for coordination is felt when group effort is needed for the accomplishment of an objective. In short, it can be said that coordination is related to group effort and not individual effort. The question of coordination does not arise, if the job is done by one person only.

4. UNITY OF ACTION The nature of coordination is of creating unity in action. It means during coordinating process an effort is made to create unity among the various activities of an organization. For example, the purchase and sales departments have to coordinate their efforts so that supply of goods takes place according to purchase orders.

5. Coordination is a Continuous Process: It is not a job which can be performed once and for all, but its need is felt at every step. Many activities are performed in a business. Sometimes or the other, if any one of the activities goes on fluctuating either for more or less than required, the whole organizational balance is disrupted. Thus, a close watch has to be kept on all the activities to maintain the balance.

6. Coordination is an All-pervasive Function: Pervasiveness refers to that truth which is applicable to all spheres (business and non-business organizations) and places uniformly. The nature of coordination is pervasive. Like making of time­table in an educational institution is an example of establishing coordination.

7. Responsibility of All Managers: Coordination is needed at all the three, i.e., top, middle and lower managerial levels. Different activities performed at all the levels are equally important. Thus it is the responsibility of all the managers that they make efforts to establish coordination. That is why, it could not be said that coordination is of more importance to any one particular managerial level or a manager.

8. Deliberate Function Coordination is never established by itself but it is a deliberate effort. Only cooperation does not suffice but coordination is also needed. For example, a teacher aspires to teach effectively (this is cooperation) but the timetable is not prepared in the school (this is lack of coordination).

9. IMPORTAANT FEATURS OF C0- ORDINATION INTIGRITY PROCESS SUBDIVISION OR WORK IS IN ESCAPABLE , IT BECOME MANDATORY CONFUSION IS A SYMPTOM OF POOR CO-ORDINATION IT IS A PROCESS OF ACHIEVEING INTEGRATION AMONG DIFFERENT ORGANIZATION UNITY OF EFFORT IS THE HEART OF CO-ORDINATION PROBLEM. THE CHIEF OBJECTIVES OF CO-ORDINATION IS A COMMON PURPOSE.

10. PRINCIPLE OF CO-ORDINATION PRINCIPLE OF DIRECT CONTACT PRINCIPLE OF EARLY STAGES PRINCIPLE OF RELATIONSHIP PRINCIPLE OF SELF-CORDINATION

11. TECHNIQUES TO ACHIEVE CO-ORDINATION CO-ORDINATION BY RULES OR PROCEDURES CO-ORDINATION BY TARGETS OR GOALS CO-ORDINATION BY HIERARCHY CO-ORDINATION BY DEPARTMENTALIZATION USING A STAFF ASSISTANCE FOR CO-ORDINATION

12. USING COMMITTEE FOR CO-ORDINATION USING INDEPENDENT INTEGRATORS FOR CO-ORDINATION CONFERENCE THE TECHNIQUES OF COMMUNICATION

13. TYPE OF CO-ORDINATION VERTICAL AND HORIZONTAL CO-CORDINATION INTERNAL AND EXTERNAL CO-ORDINATION

14. DELEGATION Delegation is defined as transferring of responsibility to subordinates on behalf of the manager. It is an act through which a manager gives authority to others to attain certain assignments.

15. Salient features Not to delegate total authority Not to delegate authority which he himself does not possess Should be only for organisational purpose and not personal purpose It does not imply reduction in power.

16. CHARACTERISTICS Delegation of authority can be exercised only by higher authority Delegation can be of any kind Delegation does not mean transfer of final authority Does not involve surrender of power

17. Kind of delegation Full delegation Half delegation Conditional delegation Formal delegation Informal delegation

18. Principles of delegation Written and specific Authority and responsibility should be equal Should be properly planned and exercised Right person should be chosen Good reporting system should be established

19. Symptoms of poor delegation Dissatisfied subordinates Disorganized effort Long queue in front of boss office Boss always busy Boss carrying big suitcase Work never completed in time Hold up of activities due to pending orders from boss.

20. THANK YOU