Coordination at all levels: its nature and techniques

Meaning of coordination

Coordination is the process of harmonising the efforts of individuals and departments so that they act together, at the right time and in the right way, to achieve common objectives. The statement stresses that coordination is not the job of one manager or one level: top managers coordinate the organisation as a whole and its relations with the environment; middle managers coordinate the work of their departments with one another; supervisors coordinate the daily work of operatives. Every manager is responsible for it.

Nature of coordination

1. Every manager's task. From the chief executive to the supervisor, each manager fits together the work under his or her charge and links it with other units.
2. Vertical and horizontal. Vertical coordination links the levels of the hierarchy; horizontal coordination links departments at the same level, such as purchase, production and sales.
3. Present in every function. It is not a separate activity added at the end: it is built into planning, organising, staffing, directing and controlling, which is why it is called the essence of management.
4. Ongoing. It starts when plans are drawn up and lasts until results are checked.
5. Conscious, not automatic. Goodwill among staff does not by itself tell people what others are doing or when; managers must arrange that on purpose.
6. One purpose. It turns many separate efforts into a single line of action towards common goals.
7. Internal and external. It covers relations within the organisation and with suppliers, customers and others.

Techniques of coordination

1. Clear objectives and plans. Common goals and integrated plans give everyone the same direction.
2. Sound organisation structure. Clear authority, responsibility and reporting lines reduce overlap and conflict.
3. Effective communication. Regular, open exchange of information through meetings, reports and digital tools.
4. Effective leadership and supervision. Leaders reconcile differences and guide people towards common goals.
5. Committees and meetings. Representatives of different departments meet to plan and resolve issues together.
6. Liaison officers and coordinators. Specific persons or cells link departments that must work closely.
7. Cross-functional teams and task forces for projects that cut across departments.
8. Policies, procedures and rules that standardise action in recurring situations.
9. Budgets and schedules that align resources and timing across units.
10. Self-coordination. Encouraging departments to understand one another's needs and adjust voluntarily.
11. Information systems. Shared databases and enterprise software give everyone the same information in real time.

Example. A car manufacturer launching a new model forms a cross-functional team of design, purchase, production, marketing and finance staff, holds weekly review meetings, uses a single project schedule and a shared database, and appoints a programme manager as coordinator: techniques applied at top, middle and supervisory levels.

Conclusion

Because coordination is needed everywhere and by every manager, it must be built into plans, structures and daily communication. The techniques above help managers at all levels turn specialised efforts into unified results.