coordination and cooperation

CO-OPERATION & COORDINATIONTECHNIQUES OF EFFECTIVE COORDINATION

PRESENTED BY:-

JIVRAJ S.SHEKHAWAT(2008ECS08)AMITABH RANJAN(2008ECS09)

RANJAN JHA(2008ECS10)GYANENDRA GIRI(2008ECS11)

OVERVIEW

COORDINATION & CO-OPERATION……DEFINITIONS AND NECESSITIES. TECHNIQUES OF COORDINATION.

TYPES OF COORDINATION. FEATURES OF HORIZONTAL COORDINATION. FEATURES OF VERTICAL COORDINATION.

PROS AND CONS OF DIFFERENT COORDINATION TECHNIQUES.

WHAT IS COORDINATION & COOPERATION FOR AN ORGANISATION

COOPERATION

Cooperation is the process of working or acting together, which can be accomplished by both intentional and unintentional agents. In its simplest form it involves things working in harmony, while in its more complicated forms, it can involve something as complex as the inner workings of a human being or even the social patterns of a nation.

It is the alternative to work separately in competition.

Cooperation can also be accomplished by computers, which can handle shared resources simultaneously, while sharing processor time.

COORDINATION

1. Coordination is the act of coordinating. 2. Co-ordination is balancing and keeping

the teams together by ensuring a suitable allocation of working activities to the various members and seeing that these are performed with due harmony among the members themselves.

3. Coordinating means making different people or things work together for a goal or effect.

FEATURES OR CHARACTERISTICS

Not separate functions of management. Managerial responsibility Provides unity of action Co-ordination is necessary to all levels

of organization Relevant of group efforts. Continuous and dynamic process System concept

NEED AND IMPORTANCE OF CO-ORDINATION

Unity in diversity Term work or unity of directions Functional differentiation Specialization Reconciliation of goals Large number of employees Congruity of flows or congruent flows Empire building Differential and integration

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Principles of coordination or Essentials of effective coordination

Early Start

simplified organization

Continuity

Principles of coordination

Personal contact

Reciprocal relationship

Dynamism

Self coordination

Clear definition of authority

and responsibility

Clear cut objectives Effective

leadership

Effective supervision

Effectives communicati

on

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TECHNIQUES OF CO-ORDINATION

Sound organizational structure Coordination through a liaison

officer Co-operation Self coordination Coordination by leadership Incentives

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Clearly Defined Objectives Effectives chain of command Coordination through group

meetings Harmonious policies and

procedures Effective communication

Techniques of Coordination(CONTD)

DIFFERENCES BETWEEN COOPERATION AND COORDINATION

Roughly speaking somebody who gets everybody working together is a coordinator and all those working together are cooperators or cooperating.

Coordination is a formal term while Cooperation is an informal term.

NEED OF COORDINATION AND COOPERATION IN AN ORGANIZATION

Every organization has some goals and proper cooperation and coordination is necessary for them to achieve their goals.

For example all the activities performed at a university like scheduling courses, teaching classes, maintaining student records, preparing food come under cooperation and coordination.

NEED OF COORDINATION AND COOPERATION IN AN ORGANIZATION(CONTD…)

Without proper coordination many irregularities can occur like-

Food may not be served well.

Students may be given lecture about a subject they are not studying.

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TYPES OF COORDINATION

Internal coordination Vertical coordination Horizontal coordination

External coordination

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INTERNAL COORDINATION

It is the establishment of relationship of the managers, executives, divisions, subdivisions, and other workers.

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EXTERNAL COORDINATION

It is the establishment of relationship of the managers, executives, divisions, subdivisions, and other workers.

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EXTERNAL COORDINATION

Market agencies

General public

Customers

Competitors

Different Industrial organization

Different institution

Financial Institutions

government agencies Technological

organization

Technological Agencies

Different commercial organizations

HORIZONTAL CO-ORDINATION

Horizontal Co-ordination work at single hierarchical level.

Horizontal Co-ordination integrates efforts of

manufacturing and sales department and allocated shared resources.

HORIZONTAL CO-ORDINATION(CONTD…)

First time Henri Fayol talked about horizontal co-ordination.

Examples:

1. Coordination among students in a college.

2. Coordination among colleagues in a company.

HORIZONTAL CO-ORDINATION(CONTD…)

Horizontal Co-ordination can be achieved by different techniques.

Some of the techniques are direct contact, liaisons, task forces, integrator, managerial linking roles and multiple command systems.

TECHNIQUES OF HORIZONTAL CO-ORDINATION

DIRECT CONTACT:

Achieving horizontal co-ordination for two managers having same problem can be as simple as talking to each other.

LIAISON ROLES:

When the volume of contact between two work units becomes extremely heavy, management may assign liaison.

Example Manufacturing jet airplanes.

INTEGRATOR RULES:

Integrator provides leadership and actively influence the direction of project through their expertise.

Good political and conflict resolution skills are important here.

TASK FORCE AND TEAMS:

Integrators work well in coordinating a limited number of work units, but when problems arise involving a larger number of units managers may form a task force.

The task force is a temporary group, composed of representatives from the units experiencing the difficulty that tackles the problem and then dissolves when the problem is resolved .

If the problem need is continual attention and not a one-time solution the task force becomes permanent and is referred to as a task team.

MATERIAL LINKS ROLES:

When conditions are highly uncertain, an integrator alone may not be able to coordinate highly heterogeneous ,interdependent units.

To deal with such situations, a linking manager must be given the formal authority to command action.

The shift here is from a reliance on the influence that derives from expertise (integrator) to actual, formal authority (linking manager).

The integrator may say, "Here is a way to solve the problem‘ and this is why I think you should choose this solution." A linking manager , however, has the authority to say ,“ we are going to solve it this way”.

MULTIPLE COMMAND SYSTEMS:

Coordination is sometimes achieved when two or more independent units each have command authority over activity.

Consider the case of Universe Products limited, a manufacturer of electrical, chemical, mechanical, and aerospace products. Historically the company coordinated all of its engineering or search activities out of its aerospace division however, this functional grouping was ultimately unable to give special projects adequate attention. To resolve the problem , management created a second command system for its space projects. Members of the engineering and research department are now accountable to both their functional boss(aerospace).

VERTICAL COORDINATION

COORDINATION AMONG DIFFERENT LEVEL OF

EMPLOYEES IN AN ORGANISATION.

IT LINKS WORK UNITS THAT ARE SEPARATED BY HIERARCHICAL LEVEL.

EXAMPLES

HIERARCHY IN A COLLEGE

STUDENTS TEACHERS DIRECTORS DEANS ….

IF OWNER OF AN ORGANISATION WANTS TO BOOST IT’S SALES THROUGH ADVERTISING THEN

OWNER MARKETING MANAGER TERRITORIAL MANAGER

WAYS TO ACHIEVE VERTICAL COORDINATION

DIRECT SUPERVISION

In small, uncomplicated organizations managers, team leaders and other unit members can meet face to face.

STANDARDISATION

Unit managers decide some rules and procedures called standards which all the members of his unit follow.

GOAL STATEMENTS

A specified goal is set for a specified period of time for each unit of the hierarchy.

ADVANTAGES

LOWER LEVEL EMPLOYEES MAY LEARN FROM EXPERIENCE OF THEIR SENIORS.

SYSTEMATIC AND ORGANISED FUNCTIONING OF THE ORGANISATION.

GOOD COORDINATION BETWEEN EMPLOYER AND EMPLOYEE LEADS TO PROSPERITY OF THE ORGANISATION IN AN EFFICIENT MANNER.

DISADVANTAGES

AUTOCRACY OF BOSSES.

LOWER LEVEL EMPLOYEES MAY BE INSECURE.

LACK OF JOB SATISFACTION DUE TO IMPROPER

COORDINATION.

WORK-LIFE IMBALANCE.

CONCLUSION

“AN ORGANISATION WITHOUT CO-OPERATION AND COORDINATION IS NOTHING BUT A VIRUS TO THE ECONOMY OF A COUNTRY”

THANK YOU