Oragnization coordination
- 1. ORAGNIZATIONCOORDINATION MS. NAZMA SHAIKH ROLL NO: 18 PGDHMHC SEM II
- 2. TREYresearch What Happens……… If Doctors, Nurses, OT Technicians don’t coordinate in Operation Theatre? 2
- 4. TREYresearch COORDINATION “ It is integrating process in an orderly pattern of group efforts in an organization toward the accomplishment of a common objective" 4
- 5. TREYresearch PRINCIPLESOFCOORDINATION 5 •Decisions and actions of all dept are interrelated •Actions may effect another person or dept •Process start from beginning to end •Must be done continuously planning, organizing, controlling and directing • Direct contact with employees • Improves interpersonal relationship • Avoids misunderstanding • Coordinates activities •Plans on participation •Plan and Policy making stage •Result in making the best plan and implementing them with success. EARLY START DIRECT CONTACT RECIPROCAL RELATIONS CONTINUITY
- 6. TREYresearch Whydoescoordinationfail? • What are the issues relating to coordination? • Planning • Communication (information sharing, reporting) • Interpersonal relationship • Leadership • Monitoring and supervision • Grievance handling • Right man in right place 6
- 7. TREYresearch Obstaclestocoordination • Vested interests, self centered • Ambiguous rules and regulations • Conflicting roles • Lack of commitment • Communication gap • No delegation • Lack of trust and respect, jealousy • Insufficient resources • Lack of efficient leading 7
- 8. TREYresearch Coordinationandorganization • Coordination is the essence of management.(mother principle of management) • Without proper management( man, machine and money) organization could not sustain nor flourish. • It is required in each & every function and at each & every stage. • It cannot be separated from organization. • Coordination is an ingredient of all the managerial functions in an organization. • Whether it is integrating the various plans through mutual discussion, or organizing various activities of different departments, coordination plays a vital role. 8
- 9. TREYresearch • Good manager always thinks about staffing and try to put the right men on the right job. The personnel with appropriate knowledge and skills can coordinate activities better. • Giving direction could clear the vision and make harmony between subordinates and supervisors. • Through controlling manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals. 9
- 11. TREYresearch 1. Mutual adjustment made possible by a process of informal communication between people conducting interdependent work. 2. Direct supervision Coordination is achieved by one individual taking responsibility for the work of others. 3. Standardization of work processes Coordination is made possible by specifying the work processes of people carrying out interrelated tasks - specifying the work content in rules or routines to be followed. 4. Standardization of output Coordination is obtained (by specifying the results of different work - specifications that outline the dimensions of a product to be produced)- financial reports 5. Standardization of skills and knowledge (in which different work is coordinated by the related training and education the workers have received (as in medical specialists –surgeon and an anesthetist -responding almost automatically to each other’s standards) 6. Standardization of norms (the work that are controlled, usually for the entire organization, so that everyone functions according to the same set of beliefs) 11
- 12. TREYresearch Coordination mechanism Add a footer 12 -Policy, Planning and Procedures -Simplified organization -Effective Communication (room for listening) -Leadership/Supervision -Direction, Control -Meetings, workshops -Incentive, Reward and Punishment
- 13. TREYresearch TYPESOFCOORDINATION Depending upon the nature and coverage , coordination may be studied under different types .they are as follows Internal and external coordination: Coordination between units of the same organization is termed as internal coordination. It summarises the activities of different units so as to make the organisation more effective . Organisations are not free from the influence of external environment . Hence, establishing a close link between organisations and external environment is a must either to survive or surpass the growing competition. External environment includes technology ,competition, market forces, customers, government policy etc., external co-ordination tries to coordinate all these forces up to the advantage of an organization Add a footer 13
- 14. TREYresearch Vertical and horizontal coordination: Coordination between different levels of hierarchy down the line is termed as “vertical coordination”.it ensures that all levels of people ,from top to the bottom, work in harmony .it is greatly facilitated by a technique like delegation of authority to the lower levels of hierarchy. Coordination between people of the same cadre and between different departments at the same level is termed as “horizontal coordination” Procedural and substantive coordination: Procedural coordination implies the specifications of different units in the same organization. On the other hand, substantive coordination is concerned with the content of organizational activities Add a footer 14
- 15. TREYresearch ApproachesforAchievingEffectiveCoordination Different organisations adopt different mechanisms for achieving effective coordination. There is no single method of coordinating the managerial activities that can be universally acceptable. All of them are integrative mechanisms .each one of them is explained below: Integration through standardisation: It involves the development of standard rules and procedures through which the job holders/departments have to direct their activities in order to ensure consistency in operations. Plans and schedules: Separate plans schedules may be prepared for each departments or units .at the corporate, all plans are merged and integrated so as to obtain optimum results. Coordination becomes easy since departmental plans are flexible than standards Mutual adjustments: Activities of company are coordinated through mutual adjustments among sister units /departments on contingency basis. Here cooperation is assured between the needy units for the purpose of getting the things done 15
- 16. TREYresearch In traditional organizations coordination is sought to be achieved through standardization and planning. The usual methods followed by the traditional and bureaucratic organisations for achieving effective coordination are listed below. 1) Developing elaborate system of rules and procedure for sorting out recurring problems. 2) Non-routine problems are to be referred to higher –ups 3) where decisions relating to new policy matters have to be taken up, they may be referred to special committees Add a footer 16
- 17. TREYresearch CONCLUSION 17 No single approach to coordination is proved to be useful to all organizations. The suitability of a particular approach to coordination depends upon factors like size of the organization, complexity of its work, nature of work force, certainty and uncertainty conditions delegation of authority etc. The process of coordination becomes useful and meaningful only with the delegation of appropriate authority coordination process is essential to make unified whole out of diversified functions on smooth lines. It pervades all the managerial activities from planning to controls. Big organizations are now creating separate departments for coordination among departments. New rules and procedures may be developed to minimize problems like overriding goals, blind loyalty and friction
- 18. TREYresearch If there is no coordination, result might be like this. 18