Coordination and why it is called the essence of managing

Meaning of coordination

Coordination binds separate efforts into one. It makes sure that what each person, group and department does fits with what the others are doing, so that the organisation moves towards its goals as a whole rather than in pieces. In practice it:

• is something every manager does, from the chief executive to the supervisor;
• has to be arranged on purpose: people who are happy to cooperate still need someone to fit their work together;
• links departments with one another as well as levels with one another;
• goes on from the drawing up of plans to the checking of results;
• turns many separate efforts into one line of action.

Why coordination is the essence of managing

Coordination is not a sixth task done after the other five. Every one of them, a plan, a structure, a hiring, an instruction, a check, exists to make separate efforts fit together, which is why it is called the essence of management. The reasons are:

1. It is the aim of every managerial function. Planning, organising, staffing, directing and controlling each exist to bring about harmonious group effort; that harmony is coordination.
   • Planning coordinates the objectives and plans of different departments into one master plan.
   • Organising coordinates tasks by grouping them and linking positions through authority and communication.
   • Staffing coordinates the people employed with the jobs to be done.
   • Directing coordinates the actions of subordinates through instructions, leadership and motivation.
   • Controlling coordinates actual performance with planned performance.
2. It is needed at all levels. Top management coordinates the organisation as a whole, middle management coordinates departments, and supervisors coordinate the work of operatives.
3. Interdependence of units. Sales depends on production, production on purchases, all on finance; one unit's failure affects all.
4. Differing interests must be reconciled. Individuals' goals and departmental goals often conflict with the organisation's goals; managers must align them.
5. Specialisation creates the need. Division of work makes each unit narrow and inward-looking; only coordination brings the parts back together.
6. Size and complexity. The larger the organisation, the more people, units and locations must be brought together.

Example. A college festival involves sponsorship, event, hospitality, publicity and finance teams. Each may perform well, but if the publicity team advertises an event before the venue is confirmed, or hospitality books rooms for the wrong dates, the festival suffers. The organising committee's real job, in planning, assigning, directing and checking, is coordination.

Conclusion

Because every function of management is ultimately aimed at harmonising group effort, coordination is not one more function but the essence of managing. A manager who plans, organises, directs and controls well is, in effect, coordinating. Its absence is felt at once, in delays, duplication and conflict, while its presence is seen in smooth, unified results.