Here is a compilation of term papers on ‘Co-Ordination’ for class 11 and 12. Find paragraphs, long and short term papers on ‘Co-Ordination’ especially written for school and college students.
Term Paper on Co-Ordination
Term Paper Contents:
- Term Paper on the Introduction to Co-Ordination
- Term Paper on the Definition of Co-Ordination
- Term Paper on the Features of Co-Ordination
- Term Paper on the Objects of Co-Ordination
- Term Paper on the Need and Importance of Co-Ordination
- Term Paper on the Types of Co-Ordination
- Term Paper on the Principles of Co-Ordination
- Term Paper on the Techniques of Effective Co-Ordination
- Term Paper on Co-Ordination as the Essence of Management
Term Paper # 1. Introduction to Co-Ordination:
Co-ordination is the orderly synchronization of the various efforts, resources and timing which will ultimately result in the development unity of purpose to achieve the common goals. Co-ordination is the integration of the activities of the separate parts of an organisation to achieve organisational objectives.
It is the managerial function of correlating and integrating the diverse goals, activities and approaches inherent in organisational endeavour. It involves unification of group effort in a systematic manner to bring out efficiency and effectiveness in terms of results achieved. It is a system of cooperative human effort which is to be carefully co-ordinated to achieve certain common goals.
Co-ordination is an integral element in the task of managing. There are many examples of planned co-ordination in every field of human activity. In a war the commander-in-chief tries to co-ordinate the activities of military personnel. The manager of a sports team co-ordinates the efforts of players. In music, the conductor co-ordinates the activities of the persons playing on different instruments in a manner that produces harmony in music.
Co-ordination has been viewed by different management experts in different ways. There is no humanity of opinion between experts on coordination.
Henri Fayol is of the view that co-ordination is one of the functions of manager. Ralph C. Davis views Co-ordination primarily as a vital phase of control. George R. Terry opines that Co-ordination is achieved through the basic functions of management. Knoontz and O’Donnell considers Coordination as the essence of management. Louis. A. Allen states that Coordination is a managerial function.
The Haimann writes that Co-ordination is not a separate and distinct activity. It transverses the entire process of management. James D. Money expresses that Co-ordination is a universal process. Whatever may be the views of experts it is recognised that Coordination is essential in management.
Term Paper # 2. Definition of Co-Ordination:
Co-ordination is the process of integrating the objectives and activities of separate work units in order to realise the organisational goals effectively. This ensures the achievement of organisational objectives. The primary purpose of Co-ordination is the development of unity of purpose and harmonious implementation of plans for the pursuit of organisational goals.
The various definitions given, by the authorities on management is presently below to have a good understanding of the concept.
Henry Fayol “To Co-ordinated are to harmony all the activities of a concern so as to facilitate its working and its success. In a well Co-ordinated enterprise each department, division works in harmony with others and is fully informed of its role in the organisation. The working schedule of various departments is constantly tuned to its circumstances.”
James D. Mooney and A,C. Reilay define Co-ordination as the “orderly management of group effort to provide unity of action in the pursuit of common purpose.”
George R. Terry- “Co-ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. It is accomplished by means of planning, organising, actuating and controlling.” So according to him Co-ordination is a permeating function of management passing through the managerial functions of planning, organising, directing and control.
Co-ordination is the effort to ensure a smooth interplay of the functions and forces of the different component parts of the organisation to the end that its purpose will be realised with a minimum of friction and a maximum of collaborative effectiveness. It is a continuous process of achieving unity of purpose in an organisation.
It includes all deliberate efforts on the part of management whereby efforts of various departments of the enterprise are so blended that they move harmoniously towards accomplishment of organisational objectives.
Term Paper # 3. Features of Co-Ordination:
The distinct features of co-ordination are:
(1) Co-ordination is not a distinct function of management as it is the very essence of management function.
(2) It is the essential of managerial responsibility. Every manager in the organisation is responsible synchronizing the efforts of the subordinates. It is inherent in the managerial Job. No manager can evade or avoid responsibility.
(3) It calls for a conscious and deliberate effort on the parts of managers at all levels in the organisation. It does not arise spontaneously or by force or it cannot be left its chance.
(4) This is needed for group efforts and not for individual efforts. For group efforts this is needed for orderly arrangement.
(5) It is a dynamic and continuous function. This is continuous because it is achieved by performing managerial functions. Organisation is to face the constantly changing external environment and its performance changes over a period of time. So it is dynamic in nature.
(6) It is a system concept. Because organisation is a system of Cooperative efforts. It recognizes the diversity and interdependence of organisation system and the need for fusion and synthesis of efforts.
(7) It brings about unity of action as it involves fixation of time and the order of performance of functions in the organisation and makes the individual efforts to be integrated with the total process.
Term Paper # 4. Objectives of Co-Ordination:
Co-ordination tries to achieve the following objectives:
(1) Co-ordination tries to integrate the individual and departmental goals towards organisational objectives.
(2) It tries to achieve total accomplishment from all employees.
(3) It tries to bring about efficient and economical functioning of the organisation.
(4) It promotes better personnel relations by minimising misunderstanding. Job satisfaction to employees and improves their morale.
(5) Co-ordination tries to retain good employees in the organisation.
Term Paper # 5. Need and Importance of Co-Ordination:
When many people are working in an organisation Co-ordination is used as a technique to achieve synchronisation. It tries to eliminate duplication of work and work at cross-purposes.
It is a creative force which harmonises the efforts of various individuals towards certain goals. It gives unity of direction to group members. A manager plays the role of a catalyst in a chemical reaction.
The need and importance of Co-ordination for effective management is explained as follows:
(1) Unity in Diversity:
Effective Co-ordination is the essence of good management, it can avoid conflict among employees by developing understanding. Every organisation has diverse resources which are to be unified. Co-ordination is required for achieving organised functioning and for establishing unity in diversity.
(2) Team Work or Unity of Direction:
The employees’ functioning in every organisation must be directed towards organisational objectives. The efforts, energies, skills of various people are to be integrated towards group objectives. This can be achieved by Co-ordination by eliminating duplication of work and work at cross purposes. Which may result in economical and effective management.
(3) Functional Differentiation:
Each organisation is divided into divisions, departments and sections. Though they perform their functions separately it is to be integrated to achieve the organisational objectives. So to integrate performance Co-ordination is needed due to functional differentiation.
(4) Specialisation:
There is great degree of specialisation in today’s industrial world. Specialists have little knowledge about other’s job and that of the organisation. To co-ordinate the activities of the specialists there must be some mechanism in the organisation.
(5) Reconciliation of Goals:
The organisation is divided into different divisions, departments and sections. Their objectives are narrow and each one wants to achieve his objective in his own way. But there must be an external element which has to co-ordinate their functioning to synchronise their activities and achieve organisational objectives. So integration of departmental and individual goals with the organisational goals is necessary.
(6) Large Number of Employees:
In every organisation human resources play a significant role. The employees of the organisation come from a different background, different base and outlook with different potentials. It is the duty of the organisation to channelise their performance and their duty to see that performance is the desired direction. This is possible only when the organisation employees perform in unison with one another. This is to be achieved by the organisation.
(7) Flow of Information:
An organisation is always in a constant state of flux and the performance of the organisation must be dynamic. In every organisation there is a dynamic system of flows of information, resources, activities authority and output. The flow is to be harnessed and harmonised in a predetermined and dynamic manner as to their timing, volume and direction Co-ordination ensures smooth, consistent and congruent contravention of the system of flow.
(8) Differentiation and Integration:
In every organisation activities are classified into homogeneous and specialist activities. There is delegation of authority within the various level of authority in a graded manner. Differentiated work units and authority centres are to welded together to achieve synergetic efforts. Co-ordination ensures integration and synergy in differentiation.
(9) Economy and Efficiency:
Co-ordination improves efficiency and economy. Economy is achieved by saving time and labour by avoiding duplication of efforts. Efficiency can be achieved by proper co-relation of efforts and activities and minimising delay in performance.
So Co-ordination plays a significant role in integrating the performance of the various units to achieve organisational objectives. It is good catalyst for the success of the organisation. The management must make use of it effectively.
Term Paper # 6. Types of Co-Ordination:
Co-ordination can be classified into two broad categories. They are:
(1) Vertical and Horizontal Co-ordination
(2) Internal and External Co-ordination
(1) Vertical and Horizontal Co-Ordination:
This type of classification is attempted on the basis of its shape in the organisation. Vertical Co-ordination is achieved when different levels in an organisation are attained. The top executives of the organisation are to achieve this by taking steps to make all levels in the organisation are to act in tune with the policies and programmes.
They have to bring about Co-ordination by proper delegation of authority and with the help of directing and controlling. This is to be achieved by top executive’s efficient and expert performance of the managerial function.
Horizontal Co-ordination is achieved when the performance of the departments on the same level is integrated on the same level in the managerial hierarchy. In small organisation structures Co-ordination is easy to achieve but in big organisation the problems are more complicated and it depends on the fine tuning made by the top executives.
(2) Internal and External Co-Ordination:
This classification is attempted on the basis of scope and coverage. Coordination is internal when it is achieved between departments, sections and various units of the organisation. It is both vertical and horizontal.
A business organisation is to interact with external factors like Governments, customers, suppliers and competitors. An enterprise is to keep proper Co-ordination with these external factors. This interaction with other business, economic and research institutions must have the benefits latest information and technological advances.
Term Paper # 7. Principles of Co-Ordination:
Co-ordination is a process whereby an executive develops an orderly pattern of group efforts among his subordinates and secures unity of action in the accomplishment of organisational objectives. It is the essence of managing and crucial to the organisation.
Mark Parker Follett has advocated the following principles of Co-ordination:
(1) Principle of Direct Contact.
(2) Principle of Early Start.
(3) Principle of Reciprocal Relationships.
(4) Principle of Continuity.
(5) Principle of Self-Co-Ordination.
(1) Principle of Direct Contact:
According to this principle effective Co-ordination can be achieved through personal relationship among responsible employees at various levels. This can be brought about by communication as it promotes better understanding. Personal or direct contact can face feelings, ideas, views and suggestions easily. It harmonises the functioning of employees by clearing misunderstandings and establishing better understanding so Co-ordination can be achieved through direct contact and not by authority.
(2) Principle of Early Start:
Co-ordination should start from the very beginning of planning process. Co-ordination is to start at the policy formulation stage, goal-setting stage by inviting suggestions, holding discussions, exchange of ideas etc. This will minimise the occurrence of problems to a great extent. If this is not achieved it becomes very difficult to achieve Co-ordination.
(3) Principle of Reciprocal Relationship:
This principle states that all factors in a situation are reciprocally related. They influence each other and are influenced by others and no single factor works in isolation. Similarly, the functioning of individuals influences others and is also influenced by others. So this requires the integration of all efforts, actions and interests.
(4) Principle of Continuity:
According to this principle Co-ordination is a continuous process and it permeates all managerial functions. Like all functions of management Coordination is also never-ending. It is a continuous activity.
(5) Principle of Self-Co-Ordination:
This principle advocates that each department influences the functioning of one department and gets influenced by other departments. Change in the functioning of one department automatically affects others. So this adjustment of self-Co-ordination takes place automatically or through effective communication among departments. So self-Co-ordination requires a favourable climate and voluntary efforts. This principle was advocated by Brown.
Term Paper # 8. Techniques of Effective Co-Ordination:
Every organisation can achieve Co-ordination by effective and deliberate functioning of managers.
They make use of the following techniques:
(1) Well Defined Objectives
(2) Design of Organisational Structure
(3) Harmonious Policies and Procedures.
(4) Effective Communication.
(5) Committees
(6) Co-operation
(7) Liaison with Staff Groups
(8) Staff Meetings
(9) Self Co-ordination
(10) Co-ordination by Leadership.
(1) Well Defined Objectives:
The objectives of the organisation should be clearly defined. Each individual in the organisation is to understand the objectives of the enterprise and set his objectives for performance. Unity of purpose is a must for Co-ordination can be achieved by well-defined objectives.
(2) Design of Organisational Structure:
A good organisational set up contributes to effective Co-ordination by proper design of organisation structures, nature of activities, formal roles and relationships of people, assignment of task, delegation of authority and imposition of accountability for results. A good structure provides an effectives means of integrating activities of different units and sub-units in organisation.
It facilitates a proper chain of command. Further encouragement of lateral communication and interaction among functionaries at the same level a cross related or different activity units. The line of authority and responsibility should be clearly defined so that superior may have proper control over subordinates under him by means of authority.
(3) Harmonious Policies and Procedures:
The organisation lays down certain standing plans like rules, procedures, policies and programmes to serve as guideline for decision making in a consistent manner. This is done to bring about uniformity of action because everybody is made to understand them in the same sense.
(4) Effective Communication:
This is considered as the key to proper Co-ordination. This promotes mutual understanding and Co-ordination among employees. The communication channels should be reliable, it should be direct to promote discipline and strengthens relationship.
(5) Committees:
A committee refers to a group of persons entrusted with some functions collectivity as a group. The members of a committee are drawn from various sections of the enterprise. The matter entrusted to them is discussed at length by giving opportunity to members to discuss and exchange ideas, problems, proposals and solutions to the problem. The decisions arrived at are to be implemented by members of the committee. Thus committees promote Co-ordination.
(6) Co-Operation:
Co-ordination is effective and long-lasting when it is achieved through voluntary Co-operation of employees. Co-operation can be established by bringing about harmonious relationship among people in the organisation by establishing sound policies and procedures. Informal contacts should be encouraged to supplement formal communication of ideas. Committees can play a significant role in this regard.
(7) Liaison with Staff Groups:
Other name- Liaison on with special Coordinators. In bigger organisations special Co-ordination/Liaison officers are appointed to Co-ordinate the performance of various branches. His job is to collect information on Co-ordination and send it to departments or units to achieve balanced performance. They can play the role of linking-pin.
(8) Staff Meetings:
Periodic staff meetings are held with the following objects:
(a) To give a feeling of unity and interconnectedness regarding organisation by employees.
(b) To know new problems and developments from interaction.
(c) To solicit Co-operation from subordinates in solving problems.
(d) To facilitate subordinates to present problems to the higher ups and to interact.
(e) To discuss points of friction and areas of inadequate Co-ordination and to resolve them amicably.
(9) Self Co-Ordination:
This is reflected by the dynamism of the organisation. Adjusting performances of departments/units due to internal or external factors is called self Co-ordination. This can be achieved by proper identification of changes by various levels as and when they take place or by better horizontal communication and proper organisational climate.
(10) Co-Ordination by Leadership:
Leadership is the process of inducting subordinates to co-operate willingly. Management can achieve better Co-ordination through effective leadership and supervision. This can be achieved by persuading and motivating people to have identity of interest and outlook in group efforts.
Further effective leadership can ensure Co-ordination at planning and implementation stages. Effective supervision is necessary to guide the activities in the right direction. Further the leadership can create organisational climate of commitment, self-direction and self-control among employees.
Term Paper # 9. Co-Ordination as the Essence of Management:
Co-ordination is the essence of manager-ship. While performing managerial functions a manager performs an exercise in Co-ordination in each of the functions.
The relationship between Co-ordination and managerial function is as follows:
(1) Co-Ordination and Planning:
The planning stage is the ideal time to bring about Co-ordination by properly integrating the various plans through mutual discussion, exchange of ideas. Planning lays down the common objectives for the organisation. Various elements of plans like policies, procedures, strategies, schedules and programmes are prepared with a view to integrate the activities of different departments and sections.
While developing the plan the departmental managers are to interact with employees at various levels who directly or indirectly connected with to know and to assess the performing potentials employees and to take a realistic decision for performance. This way the managers are trying to achieve Co-ordination while performing their planning functions.
(2) Co-Ordination and Organisation:
Many authorities on management consider Co-ordination as the very essence of organising. In creating organisational structure Co-ordination is the upper thought given by the managers. Unless he minds how various groups are to function together the organisation structure with not be a successful one.
To obtain Co-ordination while organising, the manager must look at it both vertically and horizontally. The organisation structure is created around the objectives of the enterprise. Roles and authority relationships in the organisation will not be clear unless diverse activities are integrated. The organisation can be a successful one only when the groups are integrated effectively.
(3) Co-Ordination and Staffing:
Staffing function of management involves manpower planning, employment training, wage determination, performance appraisal etc. Job requirements and the employee performance must match together. The staffing functions are to be performed with a view to place right persons on different jobs. Right man to the job and right job to the man should be the main aim of staffing. This can be achieved through Co-ordination.
(4) Co-Ordination and Directing:
A manager is co-ordinating when he is performing direction. In direction he is giving instructions, orders, coach and teach subordinates to achieve organisational objectives in the most efficient way. The purpose of direction is a conscious attempt to relate and integrate the human side of the enterprise with organisational objectives. Further there must be lot of interaction between superior and subordinates. This will promote understanding and better human relations.
(5) Co-Ordination and Control:
Controlling also contributes towards achieving Co-ordination. In control performance is evaluated and compared with standards to know whether performance is in the desired direction or not. In case of deviations he takes remedial actions for correction. So a manager brings about Co-ordination. Taking correction action means maintaining a fair balance among various activities which automatically results in Co-ordination.
So Co-ordination is achieved through the management process. Every function of management can be performed efficiently unless it contributes towards Co-ordination. So Co-ordination is not a separate function of management. It permeates all functions of management.