Processes of Scientiﬁc Management Coordinating
All the activities are divided group-wise or section-wise under organizing function. Now, such grouped activities are coordinated towards the accomplishment of organizational objectives and goals. The difﬁculty of coordination depends upon the size of the organization. It increases with the increasing size of the organization.
According to Knootz and O’Donell, “The last coordination occurs when individuals see how their jobs contribute to the dominant goals of the enterprise. This implies knowledge and understanding of enterprise objectives”.
Coordination is the management of interdependence in work situations. It is the orderly synchronization or ﬁtting together of the interdependent efforts of individuals. For example
In a well-coordinated enterprise, the following facts are observed
- Each department works in harmony with the rest. Stores know what has to be supplied and at what time; production knows its target; maintenance keeps equipment and tools in good order.
- Each department, division, and subdivision is precisely informed about the share it must take in the common task.
- The working schedule of the various departments is constantly tuned to the circumstances.
The example of the process: Coordinating is a horizontal function. It creates linkages between different verticals. Coordination is a choice whereas directing is a compulsion of the job. Not many people like to coordinate the activities between various sections. It involves talking to persons across the line to get certain things done. It creates linkages between dissimilar functions. It uniﬁes the work of one section with some other section.
Notes: You will come to know the deﬁnitions of all the seven Processes of Scientiﬁc Management; Planning, Organizing, Stafﬁng, Directing, Coordinating, Motivating, Controlling.