Coordination: definition and principles of effective coordination

Definition of coordination

Coordination is the work of fitting together what different people and departments do, what, how much and when, so that their separate efforts add up to the organisation's common objectives. It is what turns specialised parts into one working whole.

In practice:

• it runs through planning, organising, staffing, directing and controlling, which is why it is called the essence of management;
• every manager does it, from the chief executive to the supervisor;
• it links departments with one another as well as levels with one another;
• it never stops, because plans, people and conditions keep changing;
• it has to be arranged on purpose: people who are happy to cooperate still need someone to fit their work together.

Coordination is distinct from cooperation: cooperation is people's willingness to help one another, while coordination is management's conscious arrangement of their efforts. Cooperation makes coordination easier but cannot replace it.

Principles of effective coordination

Mary Parker Follett set out four principles, and later writers added others.

1. Direct contact. Coordination is best achieved through face-to-face contact between the people concerned, at all levels, rather than only through the chain of command. Direct talks remove misunderstandings quickly.
2. Early beginning. Coordination should begin at the planning stage, when goals and policies are being set. It is easier to build harmony into plans than to correct conflicts later.
3. Reciprocal relationship. All factors in a situation affect one another. Each person and department must take account of how its actions affect others and how others' actions affect it.
4. Continuity. Coordination is never complete; it must go on as long as the organisation exists, because conditions keep changing.
5. Clear and common objectives. When everyone understands the same goals, their efforts are easier to align.
6. Sound organisation structure. Clear lines of authority and responsibility, and a sensible grouping of activities, reduce overlap and conflict.
7. Effective communication. Timely flow of information across levels and departments is the means of coordination.
8. Self-coordination. Departments that understand their effect on others adjust their own work voluntarily.
9. Effective leadership and supervision. Leaders who command respect resolve differences and keep people pulling together.
10. Coordination devices. Committees, liaison officers, schedules, budgets and regular meetings support the process.

Example. A hospital planning a new cardiac unit brings doctors, nurses, purchase, finance and engineering together from the start (early beginning and direct contact), agrees a common opening date (common objective), and holds weekly reviews until the unit is running (continuity).

Conclusion

Coordination is effective when it is planned early, maintained continuously and supported by clear goals, structure and communication. These principles turn the separate efforts of specialists into unified action.