coordination

Examples of coordination in the following topics:

• Network Structure

  • A firm using a network structure may outsource certain tasks to external service providers and managers to coordinate external relations.
  • An organizational structure consists of activities such as task allocation, coordination, and supervision, which are directed toward the achievement of organizational aims.
  • In essence, managers in network structures spend most of their time coordinating and controlling external relations, usually by electronic means.

• The Reasoning of Specialization

  • Division of labor creates specialists who need coordination.
  • This coordination is facilitated by grouping specialists together in departments.
  • However, this structure makes the coordination between different departments more difficult than other structures.

• Special topic: supply chain management

  • Supply chain management is the business function that coordinates and manages all the activities of the supply chain, including suppliers of raw materials, components and services, transportation providers, internal departments, and information systems.
  • Supply chain concepts also apply to the service sector, where service firms must coordinate equipment, materials, and human resources to provide services to their customers in a timely manner.
  • Information and communication technologies such as global positioning systems (GPS), barcode technology, customer relationship management (CRM) databases, and the Internet allow service businesses to coordinate external and internal service suppliers to efficiently and effectively respond to customer demand.

• Departmentalization Pros

  • Firstly, departmentalization as a form of self-containment tends to improve the ability for the coordination of tasks within the department.
  • Because one supervisor typically oversees a major area of activity, functional departmentalization also facilitates coordination.
  • For instance, in a larger retail operation, one marketing department supervisor would control and coordinate the work of buyers, merchandizers, and the sales force so that information and activities of each function would be more efficient and productive.

• The Need for Management

  • Management is needed in order to facilitate a coordinated effort toward the accomplishment of an organization's goals.
  • Therefore, management is needed in order to facilitate a coordinated effort toward the accomplishment of the organization's goals.
  • Management is needed in order to coordinate the activities of a business and make sure all employees are working together toward the accomplishment of the organization's goals.

• Organizing Tasks

  • During the organizing process, managers co-coordinate employees, resources, policies and procedures to facilitate the goals set out in the plan.
  • The efforts of the operatives are coordinated to allow the process at hand to function correctly.
  • Certain operatives occupy positions of management at various points in the process to ensure coordination.
  • Individuals are grouped into departments and their work is coordinated and directed towards organizational goals.
  • The organization divides the entire work and assigns the tasks to individuals in order to achieve the organizational objectives; each one has to perform a different task and tasks of one individual must be coordinated with the tasks of others.

• Management mistakes and the incompatibility of growth strategies and organizational structure

  • Firms which are still small and striving to grow should choose team structures, or, if necessary, tight centralization as a structure for their organization so that they can handle knowledge management, and decision coordination and implementation better.
  • In growing companies, maintaining the same team structures and management generally leads to a loss of coordination.
  • If the distribution of responsibility in the start-up is unclear, or if the same team management has been continued despite growth, problems will arise due to a lack of coordination.
  • However, department decentralization makes coordination essential.
  • Some of the classic mistakes made by young firms are either to wait too long before decentralizing, decentralizing too soon, and/or failing to coordinate the new departments.

• Frederick Taylor

  • Factory work to be planned, coordinated, and controlled under expert direction
  • Taylor proposed a "neat, understandable world in the factory, an organization of men whose acts would be planned, coordinated, and controlled under continuous expert direction. " Factory production was to become a matter of efficient and scientific management—the planning and administration of workers and machines alike as components of one big machine.

• Reasons to avoid international markets

• Cross-Functional and Self-Managed Teams

  • The Morning Star Company, a privately held food processing and agribusiness company, is a fully self-managed company, having no formal hierarchy, and allowing colleagues within the company to commit to their own activities, organize their own work, and coordinate their own working relationships with other colleagues.
  • The Morning Star Company, a privately held food processing and agribusiness company, is a fully self-managed company, having no formal hierarchy, and allowing colleagues within the company to commit to their own activities, organize their own work, and coordinate their own working relationships with other colleagues.