Coordination as an Essence of Management

• Organisation is a system of interlinked and interdependent subsystems.
• Manager links diverse groups towards a common goal.
• Coordination is the process of synchronising activities of different departments.
• It binds all management functions and is their essence.
• It ensures unity of action and minimum conflict.

• Coordination is balancing and keeping together the team by ensuring suitable allocation of tasks to the various members and seeing that the tasks are performed with harmony among the members themselves. - E. F. L. Brech
• Coordination is the process whereby an executive develops an orderly pattern of group efforts among his subordinates and secures unity of action in the pursuit of common purpose. - McFarland
• Coordination is the orderly synchronising of efforts of subordinates to provide proper amount, timing and quality of execution so that their united efforts lead to the stated objectives, namely, the common purpose of the enterprise. - Theo Haimann

Integrates Group Efforts

• Unifies diverse interests into purposeful work.
• Gives a common focus to group performance.

Ensures Unity of Action

• Acts as a binding force between departments.
• Directs all activities towards organisational goals.

Continuous Process

• Begins with planning and continues till controlling.

All Pervasive

• Required at all levels and in all departments.
• Prevents overlapping and chaos.

Responsibility of All Managers

• Coordination is the responsibility of top, middle and operational managers.

Deliberate Function

• Managers consciously coordinate efforts.
• Cooperation without coordination wastes effort.

Essence of Management

• Coordination is not a separate function.
• It is the common thread running through all management functions.

Integrates Efforts

• Integrates individuals, departments and specialists.
• Harmonises individual and organisational goals.

Growth in Size

• Integrates efforts of increasing number of employees.

Functional Differentiation

• Links activities of different departments.
• Reduces departmental conflicts.

Specialisation

• Reconciles differences among specialists.

• Mumbai Dabbawallas are a Six Sigma business enterprise.
• Tiffin flow: Home → Station → Sorting → Train → Office.
• Uses low capital, cycles, wooden carriages and local trains.
• Teams work independently with proper coordination.
• Known for punctuality and time management.

• Coordination synchronises departmental activities and binds all management functions.
• It integrates group efforts, ensures unity of action, is continuous, all pervasive, deliberate and the responsibility of every manager.
• It is the essence of management, like a thread through all functions; without coordination, organisational chaos results.
• Coordination is crucial due to organisational growth, functional differentiation and specialisation.
• The Dabbawallas example demonstrates practical excellence in coordination using a multi-step, low-technology, highly punctual system.