Q.'Global Tech Ltd.' was a multinational company that manufactured modern electronics devices and employed nearly 10,000 people from across the world. The company had a well-defined organisational structure with separate departments for finance, marketing and production. Every department had its own objectives, policies and style of working. As each department performed its activities in isolation from others, conflicts arose within the organisation. Further, due to complex technology involved in producing modern electronic devices, 'Global Tech Ltd.' relied heavily on specialists. The specialists were confident of their professional knowledge and often did not consider suggestions from others in matters pertaining to their area of specialisation. This resulted in conflict among different specialists and others in the organisation. As the company continued to grow, more employees from different backgrounds and work habits joined the organisation. The increasing size of workforce, along with departmental differences and dependence on specialists, made it difficult to ensure that everyone worked towards the same organisational goals. Therefore it became necessary for the management to harmonise individual goals with organisational goals and integrate the efforts of departments and specialists to achieve common objectives.
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Start your 14-day free trial to unlock the full solution →The concept needed is Coordination — the process of harmonising individual efforts and departmental activities toward common organisational goals.
Understanding the Need for Coordination
Global Tech Ltd. finds itself in a situation familiar to many large, complex organisations: brilliant specialists working in silos, departments pursuing their own objectives, and a growing workforce pulling in different directions. The company has structure, it has talent, but it lacks the invisible thread that ties everything together.
That thread is coordination. It is the management function that ensures all the moving parts of an organisation — people, departments, specialists, activities — work in sync rather than at cross purposes. Without it, you get exactly what Global Tech is experiencing: conflict, inefficiency, and a drift away from shared goals.
Coordination is not about making everyone identical or forcing uniformity. It is about integration — bringing diverse efforts into a coherent whole. Think of an orchestra: each musician plays a different instrument, follows a different score, yet the conductor ensures they produce a single, harmonious piece of music. That is what coordination does in an organisation.
Why Coordination Matters at Global Tech
The case study itself reveals why coordination has become critical. Let us trace the evidence:
Departmentalisation has created silos. The passage tells us that "each department performed its activities in isolation from others" and that "conflicts arose within the organisation." When finance, marketing and production operate as separate kingdoms with their own objectives and policies, they inevitably step on each other's toes. Marketing promises delivery dates that production cannot meet; finance imposes budget cuts that marketing says will kill sales. Coordination would align these departmental goals with the larger organisational purpose, ensuring that what is good for one department does not harm another or the company as a whole.
Specialisation has bred insularity. The case notes that specialists "were confident of their professional knowledge and often did not consider suggestions from others in matters pertaining to their area of specialisation." This is the classic trap of expertise: the engineer dismisses the marketer's input, the finance expert ignores the production manager's concerns. Coordination breaks down these walls, fostering collaboration and ensuring that specialist knowledge serves the organisation rather than becoming a source of friction.
Growth has diluted focus. As the company expanded, "more employees from different backgrounds and work habits joined the organisation," and "the increasing size of workforce... made it difficult to ensure that everyone worked towards the same organisational goals." A small startup can rely on informal communication and shared vision; a 10,000-person multinational cannot. Coordination provides the structure and processes needed to keep a large, diverse workforce moving in the same direction.
Coordination is not a one-time fix but a continuous process. As organisations grow and change, the need for coordination intensifies — it must be woven into daily operations, not treated as an occasional intervention.
The Three Pillars of Importance
Drawing directly from the case, we can state three points of importance: …
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