What are the reasons for lack of co-ordination. Discuss the Importance of Co-ordination give an example of each of three types of Inter difference among work units from your organization or any other organization you are familiar with. Briefly Describe the organization you are referring to?
Ans. Reasons
The concept of essence Relates to Intrinsic value of an object. Co ordination, being synchronization of efforts of human beings in an organization, is intrinsic to management as management also tries to synchronize group efforts for achieving organizational objectives. For realizing, organizational goals, it is necessary that each effort is purposeful, constructive and contributes to the predetermined results. try to achieve this synchronization so that each effort contributes positively to another effort.
Importance of Co-ordination:
(1) Co ordination is relevant for group efforts and not Individual efforts. It involves the orderly Each such effort should tend to help others of the group in achieving the composite effort deemed essential for goals accomplishment. Therefore, manages through other various functions pattern of group[ efforts because an Individual who is working in isolation does not effect functioning of others and need for coordination arises.
2. Coordination is a continuous and dynamic process. It is a continuous phenomenon because it is achieved through the of functions. It is dynamic because functions themselves are dynamic and may change over the period if time. In every organization, some sort of coordination exists; however, management may make special efforts to achieve coordination of higher degree.
3. Coordination is the responsibility of every manager in the organization
Because she tries to synchronize the efforts of his subordinates with others.
4. Higher is the degree Integration in the performance of various functions by various persons in the organization . higher is the degree of coordination and higher is the possibility of achievement of organizational objectives.
5. Coordination emphasizes unity of efforts which is the heart of coordination. This involves the fixation of time and manner of performance of various functions in the organization.
Any organization will have certain objective. People are grouped in an organization usually, into separate department is allocated different tasks one deals with production of goals and another deals with their distribution. One department may plan, a second may develop new products and a third carries out actual production. There are number of service functions such as finance, maintains, materials, personel etc, each with a different task, though all are collectively directly to accomplish the organizational goals. The kuocers of Internal specialization and task different grows with the overall size of organization. Over the years, modern organizations acquired centrifugal tendency with individuals and department straining to pressure different path towards functional autonomy. As a sequel, loyalty of managers today is generally more towards their own specialization or department than to the organization within the department there may be a high degree of homogeneity and commitment to the functional task but the more such homogeneity and commitment the grater the problems I achieving Integration between and among department.
Such Problems accumulate and aggravate in situations where allocation of different objectives, target and resources to department caused perceptual difficulties and misunderstanding. Sometimes the reactive approaches of top management may reinforce the centrifugal tendencies and guest for functional autonomy them promote. What is known in current management literature as “ superordiating goals” that promote and prison awareness of an overriding organizational objective. For example, in one organization the chairman of company issued directive to plant managements that they should stop overtime payment with immediate effect. Three month later, when the chairman noticed that overtime is still being paid in some departments he issued another directive, this time to finance department, not to make overtime managers authorize such payments. This new directive strained the relations between finance and production departments.
