Co Ordination

CO-ORDINATION

DEFINITION

Co- ordination is the process of achieving unity of action among independent activities. Co- ordination is required whenever two or more independent individuals, groups, or departments must work together to achieve a common goal. ( Dessler, 2002)

Co- ordination is the integration of the several parts into an orderly whole to achieve the purpose of the undertaking. (Charlesworth J C)

IMPORTANCE OF CO-ORDINATION

Quintessence of management: In a sense, management is primarily a task of co-ordination of all efforts

Creative force: Group efforts, when co ordinate, create a result greater than the sum total of individual and isolated

Unity of direction: by way of securing spontaneous collaboration on the part of different departments.

High employee morale: Co ordination tones the general level of employee morale and provides satisfaction.

PRINCIPLES OF CO-ORDINATION

co- ordination must start at the planning stage

There is need for importance of direct personal contact

Co ordination is a continual activity that permeates through each managerial function.

There should be an integration of all efforts, actions and interests towards common purpose.

TECHNIQUES OF CO ORDINATION

Communication: building a network of communication

systems , allowing wide participation in decision making

 Orderly plans: Standing plans like policies,

procedures as well as standing orders and instructions.

Cont…

Supervision: Effective supervision aids much, in

developing co-ordinating effort by checking, observation and guidance.

Leadership: Leadership provides individual

motivation

Cont..

Departmentation: Departmentation arranges for

necessary correlation and interconnection of activities in an analytical manner.

Direct contact: Direct contact permits the

management members to exchange their ideas, prejudices and problems as well as understand each others, view point

SKILLS TO ACHIEVE EFFECTIVE CO-ORDINATION

Problem solving Plan Use abilities of others Identify needed resources

Cont…

Communication Collaboration Delegation Evaluation

TYPES OF CO-ORDINATION

Internal co-ordination refers to the blending of all efforts and activities and forces operating within the organisation or enterprise.

External co-ordination refers to the blending of all efforts, activities and operating with the outside enterprise or organisation.

1. INTERNAL CO-ORDINATION

The basic functions contributed to co-ordination

Planning: Planning is a well- thought course of

action to be taken for realising certain objectives through the available means.

Organisation: particularly interdepartmental and

interpersonal

Cont…

Direction: Direction is concerned with making

the human efforts more effective and productive through the exercise of leadership, guidance, motivation, supervision , communication etc

Control: Control ensures the realisation of

planned objectives through the process of work evaluation.

2. EXTERNAL CO-ORDINATION

The external forces affecting are Three interested parties There are three interested parties the

customers, the employees and the owners- whose conflicting needs and demands have to be satisfied by managers of any business.

Other enterprise An enterprise affects and is affected in turn

by the activities of the other enterprises, particularly those in the same line of business

Cont…

Government regulations The government at city, state or

central level exerts potent forces that are to be recognised by all managers.

General business Economy Enterprises must adjust themselves

with the swings of the trade cycle through economic forecasting and trend study.

Cont…

Technology Advances An enterprise must secure the

benefits of new technology which is being made continually available in our society through research and inventions.

HINDRANCES TO CO ORDINATION

The uncertainty of the future The lack of knowledge, experience, wisdom

and character among leaders and their confused and conflicting ideas and objectives.

The lack of administration skill and techniques

The vast numbers of variables involved and the incompleteness of human knowledge, particularly with regard to men and life.

Cont…

The lack of orderly methods developing, considering, perfecting and adopting new ideas and programmes.

Size, complexity, personalities and political factors.

The lack of leaders with wisdom and knowledge pertaining to public administration.

The accelerated expansion of public administration of international dimension.

DELEGATION

DELEGATION

DEFINITION Delegation involves authorizing

someone else to perform certain duties on behalf of the person delegating the duties.

It is giving someone the responsibility and authority to do something that is normally part of the managers job

DELEGATION RULE- smarter

Specific Measurable Agreed Realistic Time bound Ethical Recorded

THE STEPS OF SUCCESSFUL DELEGATION

 1. Define the task Confirm in your own mind that the task is

suitable to be delegated. 2. Select the individual or team What are your reasons for delegating to

this person or team? 3. Assess ability and training needs Is the other person or team of people

capable of doing the task?

Cont…

4 Explain the reasons You must explain why the job or

responsibility is being delegated. 5 State required results What must be achieved? Clarify

understanding by getting feedback from the other person.

6 Consider resources required Discuss and agree what is required to get

the job done.

7 Agree deadlines When must the job be finished? Or if an

ongoing duty, when are the review dates? 8 Support and communicate Think about who else needs to know

what's going on, and inform them. 9. Feedback on results It is essential to let the person know how

they are doing, and whether they have achieved their aims

PRINCIPLES OF DELEGATION

Delegation of authority implies the right to make decisions.

The person making the decisions must be made responsible for the decision makes.

Dual subordination should be avoided. What is delegated is the authority to make

decision but not the responsibility.

The more a department or a person has a clear definition of results expected, activities to be undertaken, the more adequately the responsible individuals can contribute towards accomplishing the objectives.

Once authority has been delegated to a manager, the superior should not allow decisions to be back upward.

REASONS FOR INEFFECTIVE DELEGATION

Manager variables Most failure in delegation are due to

the fact that managers are unable or unwilling to delegate.

Subordinate variables; Lack of training, lack of aptitude for

work, feeling of inferiority and inadequacy, fear of failure, lack of initiative and self confidence.

GUIDANCE FOR OVERCOMING WEAK DELEGATION

Define assignments and delegate authority, keeping in a view the results to be achieved.

Select the person, keeping in view the nature of job, the risks, complexities and interactions involved.

Develop proper communication with the subordinates.

Develop proper controls Effective delegation and successful

assumption of authority should be rewarded, specifically, non-financial rewards, in form of greater discretion and prestige.

DECISION MAKING

DEFINITION

Decision making is a complex, congrutive process often defined as choosing a particular course of action.

Decision making may be defined as the process of choosing between alternatives to achieve a goal.

TYPES OF DECISIONS

MECHANISTIC DECISION: is one that is routine and repetitive in nature. . It usually occurs in a situation involving a limited number of decision variables where the outcome of each alternative is known.

ANALYTICAL DECISION: involves a problem with a large number of decision variables, where the outcomes of each decision’s alternative can be computed.

JUDGEMENTAL DECISION: involves a problem with a limited number of decision variables, but the outcomes of decision alternatives are unknown.

ADAPTIVE DECISION: involve a problem with a large number of decision variables, where outcomes are not predictable.

 Decisions encountered by the nursing administrator (Ann Bill Taylor)

Non routine decisions: Decisions that is non-routine, non-recurring and uncertain. For example, changing the way of organising for the delivery of nursing care.

Routine decisions: Decisions that are more routine predictable, recurring and certain. For example, assigning daily coverage.

DECISION STRATEGIES

A strategy is an artful or clever plan for applying techniques in pursuit of a goal

Optimising: Making a decision that yield the

greatest possible pay off for a specific input of time, energy and material.

Cont…

Satisfying: Making a decision that is good enough to

meet a set of minimum requirements. Mixed scanning: Making a decision that satisfies to remove

least promising solutions, then select best of remaining options.

Opportunistic: Making a decision for the solution chose by

problem identifier. 

Cont…

Do nothing: Taking decision after waiting for the

storm to pass.  Eliminate Critical Limiting Factor: Making a decision by removing most

powerful obstacle to success.  Maxima: The individual chooses that action

alternative will yield the largest payoff.

cont…

Mini regret: selecting the action alternative that will

yield a result midway between the most desired and the least desired outcome.

  Precautionary: Making a decision by choosing action

that will maximise gain or minimise loss regardless of opponent’s actions.

Cont…

Evolutionary: While taking a decision, individual has to

make series of small changes leading towards goal. It is based on the assumption that subordinates can better adjust to series of small changes than a sudden change.

Chameleon: Taking a decision by making vague plan,

adjusted to changing circumstances.

MODELS OF DECISION MAKING PROCESS

Ecological model It is an ideal view of ‘economic man’,

in which a manager who is faced with a problem weighs the economic aspects of all possible courses of action and chooses the action that is expected to yield the greatest net gain or least loss.

Bounded Rationality model It is the pragmatic view of

“Administrative man”. As the name implies this model assumes that people, while they seek the best solutions, usually settle for much less, because the decisions they confront typically demand greater information processing capabilities than they possess. They seek a kind of bounded (or limited) rationality in decisions.

concepts

Sequential attention to alternatives. Here, persons examine possible solutions of a problem sequentially.

Heuristic. A heuristic is a rule which guides the search for alternatives into areas that have a high probability for yielding satisfactory solutions. They look for obvious or previous solutions that worked in similar situations.

Satisfying. This model seems decision maker in a satisfier.

STEPS IN DECISION MAKING

Relationship of steps in problem solving process and managerial decision making

Identify the problem Gather data to analyse the causes and consequences

of the problem Explore alternative solutions. Evaluate the alternatives. Select the appropriate solution Implement the solution. Evaluate the results.

 Steps in managerial decision making process

Select objectives. Search for alternatives. Evaluate alternatives. Choose Implements Follow up and control.

Decision making cycle

DECENTRALIZATION

DEFINITION

Decentralization is the process of dispersing decision-making governance closer to the people and/or citizens.

uses

GOALS

Stability In these governing environments,

decentralization can promote social and political stability by reducing both the likelihood of conflict and the destabilizing consequences of those conflicts that do occur.

Democracy Decentralization can create more

transparent political institutions, inculcate stronger citizen support for government, and improve democratic participation. By allowing for greater citizen involvement in subnational government, decentralization offers citizens a greater stake in democracy’s success.

Economic Development Historically, the most commonly

cited reason to decentralize is its purported impact on economic development. Competition among subnational governments may promote economic development

IMPLICATIONS OF DECENTRALIZATION

There is less burden on the Chief Executive as in the case of centralization.

The subordinates get a chance to decide and act independently which develops skills and capabilities.

In decentralization, concern diversification of activities can place effectively since there is more scope for creating new departments

In decentralization structure, operations can be coordinated at divisional level which is not possible in the centralization set up.

In the case of decentralization structure, there is greater motivation and morale of the employees since they get more independence to act and decide.

In a decentralization structure, co-ordination to some extent is difficult to maintain as there are lot many department divisions and authority is delegated to maximum possible extent

TYPES OF DECENTRALIZATION

Political Decentralization Political decentralization aims to give citizens or

their elected representatives more power in public decision-making.

Administrative Decentralization Administrative decentralization seeks to

redistribute authority, responsibility and financial resources for providing public services among different levels of government. The three major forms of administrative decentralization -- deconcentration, delegation, and devolution

1. Deconcentration- redistributes decision making

authority and financial and management responsibilities among different levels of the central government. It can merely shift responsibilities from central government officials in the capital city to those working in regions, provinces or districts.

2. Delegation. Delegation is a more extensive form

of decentralization. Through delegation central governments transfer responsibility for decision-making and administration of public functions to semi-autonomous organizations not wholly controlled by the central government, but ultimately accountable to it.

3. Devolution: When governments devolve

functions, they transfer authority for decision-making, finance, and management to quasi-autonomous units of local government with corporate status.

Fiscal Decentralization Financial responsibility is a core component

of decentralization. If local governments and private

organizations are to carry out decentralized functions effectively, they must have an adequate level of revenues –either raised locally or transferred from the central government– as well as the authority to make decisions about expenditures.

Economic or Market Decentralization

The most complete forms of decentralization from a government's perspective are privatization and deregulation because they shift responsibility for functions from the public to the private sector.

ADVANTAGESOF DECENTRALIZATION

1. Reduces burden of top executives 2. Quick and better decisions 3. Growth and diversification of products

and markets. 4. Better communication 5. Development of executives 6. Improvement in motivation and morale 7. Effective supervision and control 8. Democratic management

LIMITATIONS OF DECENTRALIZATION

Decentralisation may lead to the problem of co-ordination at the level of an enterprise as the decision-making authority is not concentrated.

Decentralisation may lead to inconsistencies at the Organisation level.

Decentralisation is costly as it raises administrative expenses on account of requirement of trained personnel to accept authority at lower levels.

Introduction of decentralisation may be difficult or may not be practicable in small concerns where product lines are not broad enough for the creation of autonomous units for administrative purposes.

Decentralisation creates special problems particularly when the enterprise is facing number of uncertainties or emergency situations.