Coordination as a function of management in management
The generally accepted concept of management suggests thatit is a process of planning and adopting various executive decisions, and monitoring their implementation. However, there is one more aspect of management, he often acts as a coordinator to ensure such a statement - coordination as a management function.
To accomplish such tasks, a separate department or center is created at the enterprise, although often such coordination centers are integrated directly into production structures.
Coordination as a function of management meansorderly creation of a hierarchical structure that is designed to ensure the distribution of tasks, the resolution of the powers of management and responsibility in various processes of activity, and a clear structuring of all production processes. Such processes are aimed primarily at creating and integrating an effective system for meeting the challenges facing the enterprise.
Coordination as a control function is performedwith the help of established rules common for execution, although separate rules can be created for individual processes. Therefore, the very first link the very concept of organization, and with the latter, the notion of management at the operational level.
Coordination as a control function is indispensable forstructures that deal with repetitive tasks and processes. It is in this case, and there are a set of general rules that prescribe the procedure for performing such repetitive operations and works.
And the process of operational control is expressed inspecial instructions that relate to specific cases and production processes or whose cases arise in atypical situations and circumstances. In this case, the overall structure of the organization in production may simply not be effective. In this case, regulation as a function of management allows you to coordinate the processes of organization and operational management, identify tasks for units and management personnel, and agree on general and specific solutions, depending on the situation.
Coordination as a function of management in the view of the organization of production can be due to two reasons:
First, with the uniformity of processes andtechnologies for a long period of time, this approach allows us to develop common (common) solutions, which will allow us to use in the future without the need to constantly take on new ones, which will cause inefficiency and delay in management processes.
And the second reason can be called greater coordination (coordination) in the performance of work, which in turn contributes to the stability of production processes.
In addition, coordination of actions in the context of the organization of production has a number of advantages:
- increasing the level (potential) of management, which leads to a noticeable simplification of management tasks;
- allows the development of large business structures that will have a clear division of labor and management;
- rational use of economic processes in the enterprise.
However, coordination as a management function canhave a number of negative aspects - basically this is a significant decrease in the flexibility of the company's structural divisions (since some of the powers are lost).
Such negative effects can occur as a result of:
- excessive schematization, in which all economic processes develop into routine implementation;
- limiting the adoption of individual decisions and free creativity in management;
- depersonalization of management processes, thatcauses a substitution in the relations between personnel that do not occur on the basis of their personal authority, but only on the basis of the "letter of the paragraph" of the rules and laws.
When the last item of negativephenomena should pay attention to such a process as social monitoring as a function of management. It is using this tool that you can identify the transition of relations between staff from normal to impersonal and system.