Name : Mayank Pathak Class : Bcom honours Section : B

[Audio] College : Shaheed Bhagat Singh College Subject : Management Principles and applications.

[Audio] Name : Mayank Pathak Roll no. : 2024/1115 Course : Bcom honours Section : B Submitted to professor Kavita Yadav.

[Audio] TOPIC 1) Types of Coordination 2) Principles of Coordination.

[Audio] Types of Coordination 1) Internal and external co-ordination Coordination between the different units of an organisation is known as internal coordination. Such coordination requires synchronisation of the activities and efforts of individuals in different departments. plants. branches, offices and divisions of the enterprise. External coordination refers to coordination bet- ween an organisation and its external environment comprising01 government, community, customers, technology, investors, suppliers, competitorS, research institutions, etc. External coordination is essential for the survival of the organisation just like internal coordination. No organisation operates in a vacuum. order to survive and succeed it must continuously harmonise its working with the external forces influencing it..

[Audio] 2) Horizontal and vertical co-ordination: Vertical coordination implies coordination between different levels of organisation. It is required to ensure that all levels in the orcanisation act in harmony and in accordance with the goals and policies of the organisation. Vertical coordination is ensured by top management through delegation of authority. Coordination between different departments and other units at the same level of management hierarchy is called horizontal or lateral coordination. For instance, coordination between production department and marketing department is horizontal coordination. The need for horizontal coordination is generally greater though problems ofcoordination exist both horizontaly and vertically. Vertical coordination is a by-product of the superior's efficient and expert performance of managerial functions whereas horizontal coordination is the result of mutual consultations and cooperation. In a small organisation close contacts. proximity of working arrangements and short lines of communication facilitate horizontal coordination. But in a large organisation, superior management is required to achieve such coordination..

[Audio] 3) Procedural and substantive co-ordination According to Herbert A. Simon, procedural ae coordination implies the specification of the organisation in itself, i.e. the generalised a description of the behaviour and relationships of the members of the organisation. Such coordination establishes the lines of authority and outlines the sphere of activity and authority of each member of the organisation. On the other hand, substantive coordination is concerned with the content of the organisation's activities, For instance, in an automobile plant an organisation chart is an aspect of procedural coordination, while blue-prints for the engine block of the car being manufactured are an aspect of u-substantive c0ordination..

[Audio] Principles of Co-ordination 1) Direct Contact: According to this principle, coordination is best achieved through direct personal contact among the people concerned. Direct communication is the most effective way to convey ideas, feelings and information. Face-to-face exchange of ideas and views helps to clear doubts and remove misunderstanding. Mutual understanding and identity of interests can be created easily and promptly through interpersonal relationships..

[Audio] 2) Early Start: Coordination can be achieved more easily in the early stages of planning and policy-making. Therefore, plans should be based on mutual consultation and participation. Integration of efforts becomes very difficult in the execution of work once, the uncoordinated plans are put into operation..

[Audio] 3) Reciprocal Relationship: This principle states that all factors in a given situation are reciprocally related. For instance, in a group, every person influences all others and is intun influenced by others. When people appreciate the interdependence: among clements ofa situation they avoid unilateral action and coordination becomes easio different.

[Audio] 4) Continuity: Coordination is an on-going or never-ending process rather than a once.f. all activity. It cannot be left to chance but management has to strive continualy f maintaining proper balance among different clements. Sound coordination is not f fighting ie., resolving conflicts as they arise. It is anticipating in advance the potentjal conflicts and preventing their occurrence..

[Audio] Source Management Principles And Applications by Dr. C. B. Gupta and Dr. Shruti Mathur.

[Audio] THANKS. THANKS.