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UNIT V
Co-Ordination Need for co-ordination Types Techniques - Distinction
between Coordination and Co operations Requisites for excellent Co-Ordination
Systems Approaches and Co-ordination Controlling Meaning and importance of
Controls Control Process. Nature and Scope of control; Types of Control; Control
process; Control techniques traditional and modern; Effective Control System.
Case Studies in all the Units.
Co-ordination:
Although Henri Fayol, James Mooney, Ordway Tead, Lyndall F. Urwick, Luther Gullick and
Louis A. Allen, all consider co-ordination as a separate function of management, it seems more accurate
to treat co-ordination as the essence of managing because the achievement of harmony of individual
efforts towards the accomplishment of group goals is the very purpose of management. Like the
conductor of an orchestra, the task of a manager is to unify and harmonise the activities of subordinates
for the achievement of common purpose. Co-ordination permeates or transverses the entire process of
management.
It is a common silken thread running through all management functions. Management functions
are like flowers in the garland of co-ordination. Managers at all levels must co-ordinate the efforts of
their subordinates. They have to secure and maintain unified action throughout an organisation just as a
music director creates harmony in music by integrating different voices of musicians. Manager coordinates by securing and maintaining unified action throughout the organisation. Every function of
management must in itself have to be co-ordinated.
For example, planning is not effective unless departmental plans are properly balanced and
integrated. Organisation would be poor if there is a lack of harmony in horizontal and vertical authority
relationships. Staffing must be consistent with the needs and resources of the enterprise. Direction is
not sound unless orders and instructions are consistent with the needs of the situation. Controlling
creates harmony between plans and performance. Thus, co-ordination is inherent in all managerial
functions. Each of the managerial functions is an exercise in co-ordination. A manager achieves coordination through the management process and co-ordination is the outcome of managerial functions.
In fact, co-ordination makes planning more purposeful, organisation better-knit and control more
regulative, it is the key to the process of management. Co-ordination is the result of the process of
management.
Co-ordination is not a distinct function, but the very essence of management. It is inherent in
the managerial job.
Co-ordination does not arise spontaneously or by force. It is the result of conscious and
concerted action by management.
The heart of co-ordination is the unity of purpose which involves fixing the time and manner
of performing various activities.
According to Allen, A manager in managing must co-ordinate the work for which he is
accountable by balancing, timing and integrating. Thus, balancing, timing and integrating are the three
elements of co-ordination. Balancing is ensuring that enough of one thing is available to support or
counterbalance the other. It implies creating a balance between the resources of different departments
Prepared by A. Jayakumar.BBM, M.B.A, M.Com
Types of co-ordination:
The co-ordination may be divided on different bases, namely;
1.
Internal refers to co-ordination between the different units of an organisation within
and is achieved by integrating the goals and activities of different departments of the enterprise.
2.
External refers to co-ordination between an organisation and its external environment
comprising government, community, customers, investors, suppliers, competitors, research
institutions, etc. It requires proper match between policies and activities of the enterprise and the
outside world.
2. Simplified organisation a simple and sound organisation is an important means of coordination. The lines of authority and responsibility from top to the bottom of the organisation
structure should be clearly defined. Clear-cut authority relationships help to reduce conflicts and
to hold people responsible. Related activities should be grouped together in one department or
unit. Too much specialisation should be avoided as it tends to make every unit an end in itself.
3. Effective communication open and regular communication is the key to co-ordination.
Effective interchange of opinions and information helps in resolving differences and in creating
mutual understanding. Personal and face-to-face contacts are the most effective means of
communication and co-ordination. Committees help to promote unity of purpose and uniformity
of action among different departments.
4. Effective leadership and supervision effective leadership ensures co-ordination both at the
planning and execution stage. A good leader can guide the activities of his subordinates in the
right direction and can inspire them to pull together for the accomplishment of common
objectives. Sound leadership can persuade subordinates to have identity of interest and to adopt
a common outlook. Personal supervision is an important method of resolving differences of
opinion.
5. Chain of command authority is the supreme co-ordinating power in an organisation.
Exercise of authority through the chain of command or hierarchy is the traditional means of coPrepared by A. Jayakumar.BBM, M.B.A, M.Com
Co-operation:
Co-ordination and co-operation the two should not be confused because the two terms denote
quite different meanings. Co-operation refers to the collective efforts of people who associate
voluntarily to achieve specified objectives. It indicates merely the willingness of individuals to
help each other. It is the result of a voluntary attitude of a group of people. Co-ordination is
much more inclusive, requiring more than the desire and willingness to co-operate of the
participants. It involves a deliberate and conscious effort to bring together the activities of the
various individuals in order to provide unity of action. It requires concurrence of purpose,
harmony of effort and concerted action. It is much more than mere reconciliation of differences
or avoidance of friction.
Co-operation provides the foundation for co-ordination by enlisting voluntary efforts which
facilitate co-ordination, but by itself it cannot guarantee co-ordination. Co-ordination does not
arise automatically from the voluntary efforts of the manager. For instance, a group of six
persons who attempt to move a heavy object are willing and eager to co-operate with one
another. They are fully aware of their common purpose and are trying their best to move the
object, but they cannot be successful in their attempt unless one of them co-ordinates their
efforts. He must give proper directions to all members of the group to apply the right amount of
effort, at the right place and at the right time. Co-operation is a necessary, but not a sufficient
condition of co-ordination.
According to McFarland, co-ordination is a far more inclusive term embracing the idea
of co-operation. Co-operation, that is mere willingness of individuals to help each other, cannot serve as
a satisfactory substitute for co-ordination. Co-operation is for most part the result of voluntary attitudes
on the part of people in an organisation. Co-ordination, on the other hand, cannot be voluntarily
produced by a number of co-operating persons. Co-ordination is a state of affairs which an executive
brings about through deliberate action on his part. Thus, co-ordination is much more than co-operation.
Co-ordination is the epitome of all managerial functions while co-operation is an attitude of an
individual or group. Need for co-ordination arises due to limitations of formal organisation structure,
but co-operation is necessary even in case of non-interdependent activities. Thus, co-ordination is a
broader concept than co-operation, but to be effective an organisation requires both. Co-operation will
be ineffective in the absence of co-ordination just as co-ordination is not possible without co-operation.
Co-ordination Vs control: these are two different, but related functions. Control is one of the
elements of the management process. Co-ordination is the essence of management itself and is an allinclusive function. Like other managerial functions, control is an exercise in co-ordination. Coordination is a core theme and control is a facilitative function to promote co-ordination.
The main points of similarity and relationship between control and co-ordination are as follows.
Both of them are classical concepts developed at an early stage in the evolution of
management thought. These concepts have stood the test of time and are still very much valued.
Both are managerial activities aimed at achieving organisational goals most efficiently.
Their purpose is to ensure a steady state of the organisation in terms of its continuity,
consistency, discipline and precision.
The processes of control and co-ordination are built into the organisational structure and are
relatively more centralised than the other processes.
Both are rational concepts which serve as links between organisational ends and means.
They are used to maintain organisations as rational systems free from conflicts, confusion and
chaos.
Both control and co-ordination are primarily internal organisational processes, with little
interface with the external environment. As a result management is relatively free to design and
administer control and co-ordination systems and techniques.
Both control and co-ordination have a limited time perspective. They are essentially short
range processes concerned with regulation and unification of ongoing organisational activity.
Control and co-ordination are highly formalized processes. However, self-control and selfco-ordination are useful to organisations.
Prepared by A. Jayakumar.BBM, M.B.A, M.Com
Control:
It is
Meaning of control:
Management control is the process of ensuring that actual activities conform to the
planned activities. In fact, control is more pervasive than planning. Control helps managers
monitor the effectiveness of their planning, their organising and their leading activities. An
essential part of the control process is taking corrective actions as needed. Controlling may also
be defined as the process of analysing actual operations and seeing that actual performance is
guided towards expected performance. It involves comparing operating results with plans and
taking corrective actions when results deviate from plans.
It is a mechanism by which someone or something is guided to follow the predetermined
course. As a plan is put into operation, it becomes necessary to check results to find out whether
the work is proceeding along the right lines. In case of any deviations, necessary corrective
action is taken to ensure that in future the work proceeds in the desired manner.
According to George R Terry - "Controlling is determining what is being accomplished
i.e., evaluating the performance and if necessary, applying corrective measures so that the performance
takes place according to plans."
According to Billy E Goetz - "Management control seeks to compel events to conform
plans".
According to Koontz and ODonnell, The managerial function of controlling is the
measurement and correction of the performance of activities of subordinates in order to make
sure that the enterprise objectives and the plans devised to attain them are being accomplished.
Brech has defined control as the continuing process of measuring the actual results of
the operations of an organisation in relation to results which were planned for that organisation
and of direction and action accordingly. In other words managerial control implies measuring
actual performance, comparing it with the standards set by plans and correcting deviations to
ensure achievement of objectives according to plans.
The essence of control is action the purpose of control is achieved only when
corrective action is taken to correct deviations and performance is adjusted to
predetermined standards. Control results in corrective action which may lead to
changes in other managerial functions. A good system of control permits timely
action so that there is a minimum waste of time and money.
SCOPE OF CONTROL:
The scope of control is very wide. A well designed plan of control (or control system) covers almost all
management activities. According to Holden, Fish and Smith, the main areas of control are as follows:
1. Control over policies: The success of any business organisation to a large extent, depends upon, how far its
policies are implemented. Hence the need of control over policies is self-evident. In many enterprises, policies are
controlled through policy manuals.
2. Control over organisation: Control over organisation is accomplished through the development of organisation
chart and organisation manual. Organisation manual attempts at solving organisational problems and conflicts
making long-range organisation planning possible, enabling rationalisation of organisation structure, helping in
proper designing of organisation and department.
3. Control over personnel: The statement that Management is getting the work done through people underlines
sufficiently the importance of control of personnel. All employees working at different levels must perform their
assigned duties well and direct their efforts in controlling their behaviour. Personal Director or Personnel
Manager prepares control plan for having control over personnel.
Comparing performance with standards the actual results are compared with
standards to find out the extent of deviations, if any. Such comparison is easy when
both standards and actual performance are expressed in quantitative terms. When the
deviations are beyond the permissible limits, an analysis is made to identify the
causes of the deviations. The causes may be controllable or uncontrollable. The
deviations and their causes are reported to the manager who can take corrective
actions all deviations need not be reported to top management.
Only such deviations should be reported which are exceptional. The control reports
should contain figures that are truly comparable from one period to another and from
one section of business to another. The reports should be presented in such a form
that the manager can obtain the birds eye view of the situation. They should not only
show the results, but also the reasons why the results are not satisfactory.
Correction of deviations the final step in the control process involves taking
corrective action so that deviations may not occur again and the organisational
objectives are achieved. After finding what has gone wrong, where and why
management can initiate remedial action. Corrective action may involve review and
revision of goals or standards, change in the assignment of tasks, provision for
additional resources or new facilities, improvement in the selection and training of
workers or reform in the techniques of direction. Thus, control function may require
changes in all other managerial functions. This shows the unity of the managers job
and the integrated nature of management process.
TYPES OF CONTROL:
Most control methods can be grouped into one of the two basic types:
Past-oriented controls.
Past-oriented Controls:
Prepared by A. Jayakumar.BBM, M.B.A, M.Com
Significance of Controlling:
Controlling is an important function of management. Without control, a manager cannot complete his
job. All other managerial functions are only preparatory steps for getting the work done, and controlling
is concerned with making sure that there is proper execution of these functions. Control is necessary
whenever a manager assigns duties and delegates authority to his subordinates. He must exercise control
over the actions of his subordinates so that the delegated authority is used properly.
The road signals at a road crossing appropriately illustrate the significance of control. Just
as road signals are essential to ensure accident free and smooth traffic, management controls are
necessary in any organization for its smooth functioning. By controlling, the manager ensures- that
resources are obtained and used economically and efficiently for the achievement of organizational
objectives. A good control system provides timely information to the manager, which is very much
useful for taking various decisions. 6ntrol simplifies supervision by pointing out the significant
deviations from the standards of performance. It keeps the subordinates under check and brings
discipline among them.
An effective system of control will help in achieving the following benefits:
1. Coordination. The size of modem business organizations is quite large. A large amount of capital
and large number of people are employed in them. This complicates the problem of control as there are
many units producing and distributing different products. In order to coordinate their activities, an
efficient system of control is necessary.
2. Corrective Action. An efficient system of control provides the basis for future action. Taking
corrective action may lead to modification of planning, organizing and directing. Control will also check
the mistakes being repeated in future.
3. Decision-making. Control is basic to decision-making. The process of control is complete when
corrective actions are taken. This involves making a right decision as to what type of follow up action is
to be taken. This will lead to accomplishment of organization objectives. According to W.T. lerome,
Control is needed both to simplify the making of subsequent decisions and to ensure the realization of
the objectives implicit in the original long-range policy decisions."
4. Better Planning. Control is the only means to ensure that the plans are being implemented in real
sense. It points out the shortcomings of planning by comparing the actual performance with the planned
standard and suggests steps to improve planning.
Prepared by A. Jayakumar.BBM, M.B.A, M.Com
7. Motivate People to High Performance: A control system is most effective when it motivates people
to high performance. Since most people respond to a challenge, successfully meeting to tough standard
may well provide a greater sense of accomplishment than meeting an easy standard. However, if a target
is so tough that it seems impossible to meet, it will be more likely to discourage than to motivate effort.
8. Corrective Action: Merely pointing of deviations is not sufficient in a good control system. It must
lead to corrective action to be taken to check deviations from standard through appropriate planning,
organizing and directing. In the words of Koontz and O'Donnell, "An adequate control system should
disclose where failure is occurring, who is responsible for them and what should be done about them." A
control system will be of little use unless it can generate the solution to the problem responsible for
deviation from standards.
9. Reflection of Organisation Pattern: Organization is not merely a structure of duties and function; it
is also an important vehicle of control. In enforcing control the efficiency and the effectiveness of the
organisation must be clearly brought out.
10. Human Factor: A good system of control should find the persons accountable for results, whenever
large deviations take place. They must be guided and directed if necessary.
11. Direct Control: Any control system should be designed to maintain direct contact between the
controllers and controlled. Even when there are a number of control systems provided by staff
specialists, the foreman at the first level is still important because he has direct knowledge of
performance.
12. Focus on Strategic Points: A good system of control not only points out the deviations or
exceptions but also pinpoints them where they are important or strategic to his operations.