Chapter 4 Mgt

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CHAPTER 4CHAPTER 4

COORDINATINGCOORDINATING

Ms. Noorfiza Sani 2010



OUTLINEOUTLINE

DefinitionDefinition

The Importance of Coordination The Importance of Coordination

Problems in Achieving EffectiveProblems in Achieving EffectiveCoordinationCoordination

Types of Task Interdependence Types of Task Interdependence

Span of ControlSpan of Control Line functions versus staff functionsLine functions versus staff functions



DefinitionDefinition

Process of integrating the objectivesProcess of integrating the objectives

and activities of the separate unitsand activities of the separate units

(departments or functional areas) of (departments or functional areas) of

an organization in order to achievean organization in order to achieve

organizational goals efficientlyorganizational goals efficiently



The Importance of The Importance of

CoordinationCoordination Non-routineNon-routine

UnpredictableUnpredictable

Environmental changesEnvironmental changes High interdependencyHigh interdependency

High performance objectivesHigh performance objectives

(depends on type of assign,(depends on type of assign,communication, interdependencycommunication, interdependency

among units)among units)



Problems in AchievingProblems in Achieving

Effective CoordinationEffective Coordination Differences in formality of structureDifferences in formality of structure

(methods, standard)(methods, standard) Differences in orientation towards goalsDifferences in orientation towards goals

(different views/opinions)(different views/opinions) Differences in interpersonal orientationDifferences in interpersonal orientation

(ways of communication)(ways of communication)

Differences in time orientationDifferences in time orientation

(time taken to solve problem)(time taken to solve problem)



Types of Task Types of Task

InterdependenceInterdependence Pooled interdependencePooled interdependence

Sequential interdependenceSequential interdependence

Reciprocal interdependenceReciprocal interdependence



Pooled interdependencePooled interdependence

ControllingControllingUnitsUnits

SubunitsSubunits

•Units not depend uponone another to carry outtheir day-to-day activities

•Depend on the adequateperformance of each unit

for ultimate survival

•Degree of coordination isminimum

•Failure of either one couldthreaten entirecompany/departmentAdvertising

DayaSdn Bhd

Shipping &Receiving



SequentialSequential

interdependenceinterdependenceControllingControlling

UnitUnit

SubunitsSubunits

•A situation in which the outputsfrom one work unit are the inputsfor a following work unit

•Unit must act before next canproceed

•Greater coordination is required insequential than in pooledinterdependence

•Output from work unit is the inputfor a following work unit

•A direct one-way interdependenceexists between unitsRaw

materialbrewing bottling distribution



Reciprocal interdependenceReciprocal interdependence

ControllingControllingUnitsUnits

SubunitsSubunits

•Involves give-and-takerelationship between units

•From one work unit mayserve as inputs for another

and vice versa

•2-way interdependence

•High degree of

coordination sinceproblems in either will bequickly felt by the otherunit

AirplaneMaintenance Airplane

Operation

inputinput

output

output



Span of ControlSpan of Control

Or span of management = number of Or span of management = number of subordinates whom report directly to asubordinates whom report directly to agiven manager of supervisiongiven manager of supervision

The number of subordinates will depend on The number of subordinates will depend on

(type of work, location, ability of manager,(type of work, location, ability of manager,type of communication)type of communication) wide/flat spanwide/flat span = few organization levels= few organization levels

with flat wide span of authority (severalwith flat wide span of authority (several

subordinates report to superior)subordinates report to superior) Narrow/steep/tall spanNarrow/steep/tall span = short span of = short span of

authority with many organization levels (fewauthority with many organization levels (fewsubordinates report to superior)subordinates report to superior)



Wide SpanWide Span

Advantages Disadvantages

•Superior forced todelegate

•Clear policies•Subordinates must becarefully selected

•Decisions made bymanagers tend to be

at bottleneck becauseof burden managingsubordinates

•Danger of the

superior’s loss of control

•Management requiresan exceptional qualitymanager to handle



Narrow SpanNarrow Span

Advantages Disadvantages

•Close supervision

•Close control

•Rapid communicationbetween subordinatesand superiors

•Superiors tend to gettoo involved in

subordinates; work• There are many levelsof management andthis incurs high costs

•It will cause excessivedistance between thelowest and top levels



Line functionsLine functions

Contribute directly to accomplishing anContribute directly to accomplishing anorganization’s goalsorganization’s goals

Managers have LINE AUTHORITYManagers have LINE AUTHORITY

Follow the direct chain of command through theFollow the direct chain of command through thelayers from CEO to first line managementlayers from CEO to first line management

Examples: Manufacturing firm: production,Examples: Manufacturing firm: production,marketing & finance considered major linemarketing & finance considered major linebecause they contribute directly to achievebecause they contribute directly to achieve

objectives of producing & sell goods at a profitobjectives of producing & sell goods at a profit



Staff functionsStaff functions

Each individual/group plays supporting role and contributesEach individual/group plays supporting role and contributesindirectly to objectives of organizationindirectly to objectives of organization

Managers has STAFF AUTHORITY, provide advice andManagers has STAFF AUTHORITY, provide advice and

expertise to assist line units achieve goalsexpertise to assist line units achieve goals

Examples: Manufacturing firm: labor relations, accounting,Examples: Manufacturing firm: labor relations, accounting,

logistics, administrative services, R&D, information system,logistics, administrative services, R&D, information system,legal affairs considered as staff units because they providelegal affairs considered as staff units because they provide

advice & expertise to assist line unitsadvice & expertise to assist line units



CharacteristicCharacteristic

s of Lines of Line

FunctionFunction Supervisor-subordinateSupervisor-subordinate

relationshiprelationship

Directly related to objectiveDirectly related to objective

of organizationof organization

Deals mainly with theDeals mainly with the

exercise of authority alongexercise of authority along

the channel of line authoritythe channel of line authority

Identify unit thatIdentify unit that

initiate/carry through toinitiate/carry through to

conclusion the basicconclusion the basic

activitiesactivities

Manager is DOERManager is DOER

Designates a line managerDesignates a line manager

Characteristicsof Staff

Function•Manager-managerrelationship

•Indirectly related toobjective of organization

•Deals mainly with theexercise of authority to achannel of staff authority

•Includes all units that

are not line•Manager has supportingrole and aids the DOER

•Designates staff

manager



Line-Staff ConflictLine-Staff Conflict

Staff is pushyStaff is pushy

Staff interferesStaff interferes

Staff causes conflictStaff causes conflict Staff will not helpStaff will not help

Staff takes credit for resultsStaff takes credit for results

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