Coordination is the function that ensures getting the right person, material, and equipment to the right place at the right time.

Coordination follows a cycle that is continuously repeated in a well-managed business. This cycle provides management with the continuous flow of information it needs to act effectively.

All five of the basic management functions are interrelated in achieving coordination of your work and your people. The following explanations will show you exactly how each of these functions fits into the function of coordination.

Planning function Use the planning function to determine major and minor objectives, establish priorities, develop good methods, and show each subordinate how his part fits into the overall plan.

Organizing function Use the organizing function to assist you in setting up a correct structure in which line and staff functions are clearly divided. This structure provides the positions which are needed to carry out the function of each and every department.

The following is a brief review of each of the four principles involved in the organizing function:

1; Unity of command. True coordination must stem from one source. Providing unity of command for everyone prevents several bosses from giving conflicting orders on a single project.

2. Span of control. Setting up the correct span of control permits you to give each subordinate some personal attention.

3. Homogeneous assignments. Homogeneous assignments help coordination by preventing the confusion that results when a worker either leaves a monotonous job or wanders all over a shop because he has too many different jobs to accomplish.

4. Delegation of authority. Delegation of authority also helps coordination, since each employee who is given a certain responsibility can operate without restraining influences. In addition, there will be no confusion as to what job is the responsibility of which person.

Controlling function Use the control function to keep group effort unified and proceeding at the right rate and in the right direction. This function can be carried out only when an objective, impersonal evaluation of performance is made by using an impartial measuring tool. This evaluation enables the manager to compare the work being considered with the accepted standard. Unless appropriate control devices are used, coordination is difficult.

Motivating function Use motivation to produce the maximum effort in your unit True self-actualizing motivation includes the factors of achievement, responsibility, job contentment, appreciation, recognition, and the like. Other related factors which can be used to make workers perform willingly are job satisfaction, morale in the working situation, and the development of right job attitudes.

Coordinating function when you have applied the first four management functions, you have made it possible to get the fifth function coordination accomplished.

All five functions are inseparable facets of management. One function accomplish nothing unless it is backed by effective use of the other functions. Management can obtain the information needed to coordinate in one of two ways:

The first means of accomplishing effective coordination is direct contact with employees and with any other people in management who are directly affected by your actions. In small businesses, managers generally obtain most of their information by such methods as observing and talking with their employees, but in large organizations, managers lack the time and personal knowledge required to inform others or to keep them selves informed in this way.

The second means of achieving coordination is to develop a systematic program of long- and short-range objectives. By first establishing long-range objectives, top management directs operations, and middle management maintains surveillance over performance by comparing current results with planned short-range results. Hence each manager is responsible only for the performance of persons who report to him.