Q.Who gave the principles of co-ordination?
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🔒 Start your 14-day free trial to unlock the full solution →Concept understanding — Coordination — the Essence of Management
Coordination is the process of synchronising the activities of different departments and individuals so that they work together towards common organisational goals. It is not a separate function but the essence of management, running through planning, organising, staffing, directing and controlling. Coordination integrates group effort, ensures unity of action, and balances the interests of various sections. Its features include being a continuous, all-pervasive and deliberate function that every manager must per …
Mary Parker Follett gave the principles of co-ordination.
The well-known principles of co-ordination — the principle of direct contact, the principle of early stage, the principle of reciprocal relationship and the principle of continuity — were propounded by the management thinker Mary Parker Follett. These principl …
Showing the 12 most recent of 22 on this concept.
- CBSE 2026Set 66/1/11 markMCQQ.Due to severe winter and rising pollution levels, ‘Green India Electronics’ planned to launch a new eco-friendly heater in the market. It conducted a survey and found that the demand of this product was very high. As the winter season lasts only for 2 to 3 months, the Chief Executive Officer wanted that there should be close coordination among all the managers to deliver orders on time. Top level managers were asked to work in coordination with their subordinates to ensure that company’s policies were properly followed. To ensure that the heaters would be ready on time, the production manager co-ordinated with the operational level managers. Operational level managers co-ordinated the activities of the workers to ensure that work proceeded according to plans. As a result ‘Green India Electronics’ was able to launch its heaters on time, in the market. The feature of co-ordination discussed in the above case is : (A) Co-ordination is a deliberate function. (B) Co-ordination is the responsibility of all managers. (C) Co-ordination is a continuous process. (D) Co-ordination ensures unity of action.
›Reveal solutionSolution
The case demonstrates that coordination is a shared responsibility across all levels of management, from top executives to operational supervisors, ensuring timely project completion.
In the dynamic world of business, especially when facing tight deadlines and specific market windows like the winter season for heaters, strategic decision-making is paramount. A crucial element that underpins successful strategy execution is coordination. Coordination is not merely a desirable trait; it is the essence of management, integrating diverse activities and efforts to achieve common organizational goals. Without effective coordination, even the most brilliant plans can falter, leading to inefficiencies, delays, and missed opportunities.
The scenario with 'Green India Electronics' perfectly illustrates this. Faced with a short selling window for their new eco-friendly heater, the company needed to ensure that all its departments and personnel worked in perfect sync. This wasn't a task for a single department or a lone manager; it required a concerted effort across the entire organizational structure.
Let's break down how the case highlights a specific feature of coordination:
- The CEO's directive: The Chief Executive Officer's desire for "close coordination among all the managers to deliver orders on time" immediately signals that coordination is not confined to one level but is expected from everyone in a managerial role.
- Top-level involvement: "Top level managers were asked to work in coordination with their subordinates to ensure that company’s policies were properly followed." This shows top management actively engaging in coordination, translating strategic policies into actionable directives for those below them.
- Middle-level integration: "To ensure that the heaters would be ready on time, the production manager co-ordinated with the operational level managers." The production manager, typically a middle-level manager, acts as a crucial link, ensuring that the plans from above are effectively communicated and implemented by the operational teams.
- Operational-level execution: "Operational level managers co-ordinated the activities of the workers to ensure that work proceeded according to plans." At the ground level, operational managers directly oversee and synchronize the efforts of the workforce, ensuring that production targets are met and quality standards are maintained.
This detailed description of coordination flowing through the entire hierarchy—from the CEO's overarching vision, through top and middle management, down to the operational level and the workers—directly points to a fundamental characteristic of coordination.
Let's consider the given options:
- (A) Co-ordination is a deliberate function: While true that coordination is a conscious effort by management, the case's emphasis is less on the intentionality and more on who is involved in this intentional effort. …
- CBSE 2026Set 66/2/11 markMCQQ.The process by which a manager synchronizes the activities of different departments is known as : (A) Management (B) Planning (C) Organising (D) Co-ordination
›Reveal solutionSolution
The process by which a manager synchronizes the activities of different departments is known as Co-ordination.
Let’s begin with the idea itself. In any organisation, different departments — production, sales, finance, human resources — work on their own specialised tasks. A production manager focuses on output and quality; a sales manager focuses on customer reach and revenue. Left to themselves, these departments might pull in different directions. The sales team might promise delivery dates the production team cannot meet, or the finance department might cut budgets just when marketing needs to launch a campaign. This is where the concept of unity of command becomes relevant — but note, unity of command is a principle of organising (each employee reports to one boss), not the process of synchronising departments.
The question asks about the process of synchronisation. That process is co-ordination. Co-ordination is often described as the force that binds together all the functions of management — it is the essence of management itself. While planning, organising, staffing, directing, and controlling are separate functions, co-ordination runs through each of them. It is not a separate function but the very thread that weaves them together.
NoteCo-ordination is often confused with organising. Organising is about dividing work and assigning responsibility — creating the structure. Co-ordination is about ensuring that all those divided parts work in harmony.
Consider a simple example: a manufacturing firm. The production department needs raw materials on time; the purchase department must procure them; the finance department must release funds; the sales department must sell the finished goods. If any one of these acts in isolation, the entire chain breaks. The manager’s job is to synchronise these activities — to ensure that the right hand knows what the left hand is doing. That is co-ordination in action.
ImportantCo-ordination is not a one-time task. It is continuous and required at all levels — from top management aligning company goals to middle management linking departmental plans to supervisors ensuring teamwork on the shop floor.
Now, look at the options given: …
- CBSE 2025Set 66/1/11 markMCQQ.There are two statements, Assertion (A) and Reason (R) : Assertion (A) : Coordination ensures unity of action. Reason (R) : Coordination act as a binding force between departments and ensures that all action is aimed at achieving the goals of the organisation. Choose the correct alternative from the alternatives given below : (A) Both Assertion (A) and Reason (R) are correct and Reason (R) is the correct explanation of Assertion (A). (B) Both Assertion (A) and Reason (R) are correct, but Reason (R) is not the correct explanation of Assertion (A). (C) Assertion (A) is correct, but Reason (R) is wrong. (D) Assertion (A) is wrong, but Reason (R) is correct.
›Reveal solutionSolution
Coordination is the essence of management — it binds departments together and ensures everyone works toward the same organisational goals, making both the assertion and reason correct, with the reason explaining the assertion.
In management studies, coordination is often described as the “essence of management” because it runs through every function — planning, organising, staffing, directing, and controlling. The Assertion here states that “Coordination ensures unity of action.” That is exactly what coordination does: it prevents different departments or individuals from pulling in opposite directions. Without coordination, the marketing team might chase one target while production works toward another, creating chaos. Unity of action means that all efforts are harmonised so that the organisation moves as one.
The Reason says that “Coordination acts as a binding force between departments and ensures that all action is aimed at achieving the goals of the organisation.” This is a textbook definition of coordination. The NCERT Class 12 Business Studies textbook (Chapter 1, Nature and Significance of Management) clearly states that coordination is the force that binds all the functions of management together. It integrates the efforts of different departments and individuals, ensuring that every action is directed toward the common organisational objectives.
NoteThe NCERT emphasises that coordination is not a separate function of management — it is the very thread that weaves all functions into a unified whole. Without coordination, even the best plans can fail.
Now, does the Reason correctly explain the Assertion? Yes. The Assertion says coordination ensures unity of action. The Reason explains how it does so — by acting as a binding force that aligns departmental actions with organisational goals. The unity of action (Assertion) is the result of the binding force (Reason). So the Reason is not just a separate correct statement; it directly supports and clarifies the Assertion. …
- CBSE 2025Set ANNUAL1 markMCQQ.Coordination is established (A) between groups (B) between departments (C) between management and employees (D) all of these
›Reveal solutionSolution
Coordination is established among groups, departments and between management and employees — all of these.
Coordination is the orderly arrangement of group effort to achieve unity of action towards common goals. It is needed between individuals and groups, among different departments whose work is interdependent, and between management and employees to align their efforts. Because it binds all of these together, coordination i …
- CBSE 2025Set ANNUAL1 markMCQQ.Coordination is (A) voluntary (B) necessary (C) unnecessary (D) wastage of time
›Reveal solutionSolution
Coordination is necessary — it unifies diverse efforts towards common objectives.
In any organisation, different individuals and departments perform specialised tasks. Coordination integrates and synchronises these efforts so that they move in harmony towards the shared goals, preventing duplication, conflict and wasted effort. Because no organisation can achieve its objectives smooth …
- CBSE 2025Set ANNUAL1 markMCQQ.Coordination is established by (A) Top level management (B) Middle level management (C) Lower level management (D) None of these
›Reveal solutionSolution
Coordination is the essence of management and runs through all levels — top, middle and lower — so it is not established by any one level alone; hence 'none of these' is the correct answer.
Coordination synchronises the efforts of individuals and departments to achieve common goals. It is embedded in every function of management (planning, organising, staffing, directing, controlling) and is performed by managers at every level, not just one. …
- CBSE 2025Set ANNUAL1 markMCQQ.________ is needed at all levels of Management. (A) Coordination (B) Organising (C) Planning (D) Staffing
›Reveal solutionSolution
Coordination is needed at every level of management because it is the unifying force that integrates all the other functions and all levels of the hierarchy towards the common organisational goal.
Management consists of five basic functions — Planning, Organising, Staffing, Directing and Controlling. None of these functions operates in isolation; a plan must be organised into structure, staffed with people, directed through leadership and communication, and controlled against standards. Coordination is what binds these functions and the people performing them into a single, harmonious effort.
- At the top level, coordination ensures that the plans and policies of different departments (finance, marketing, production, HR) are consistent with the overall organisational objective.
- At the middle level, coordination ensures departmental activities are synchronised with each other (e.g. production output matches what marketing has promised to sell).
- At the supervisory/operational level, coordination ensures the day-to-day work of individual workers does not conflict and flows smoothly. …
- CBSE 2025Set ANNUAL1 markQ.Name the process by which a manager synchronises the activities of different department.
›Reveal solutionSolution
The process by which a manager synchronises the activities of different departments is called Coordination.
Every organisation is divided into several departments (production, finance, marketing, HR, etc.), each pursuing its own sub-goals. Left unchecked, their activities could easily pull in different directions or overlap. Coordination is the force that integrates these diverse departmental efforts, ensuring unity of action in pursuit of the common organisational objective. It is of …
- CBSE 2024Set ANNUAL1 markMCQQ.State whether the following statement is true or false: Cooperation is not necessary for the smooth flow of organizational activities.(a) True(b) False
›Reveal solutionSolution
The statement is False — cooperation is essential for the smooth flow of organisational activities.
An organisation has many people working in different departments, each performing separate tasks. For these efforts to move towards common goals, there must be coordination, and coordination is achieved largely through the willing cooperation of members.
Cooperation means employees voluntarily helping and supporting one another and working as a team. When people cooperate, information flows freely, conflicts are reduced, duplication of work is avoided and activities are synchronised — this is exactly what keeps the flow of work smooth and continuous. …
- CBSE 2024Set ANNUAL1 markMCQQ.Co-ordination is established (A) Between groups (B) Between departments (C) Between management and workers (D) All of these
›Reveal solutionSolution
Coordination links individuals, groups, departments, and management and workers alike, so it is established in all these relationships.
Coordination is the orderly arrangement of group effort to provide unity of action in pursuit of a common goal — it is the essence of management. It is required between different individuals and groups so their efforts pull in one direction, between departments (such as production, sales and finance) so their activities fit together, and betwe …
- CBSE 2023Set 66/1/11 markMCQQ.'Coordination integrates the efforts of different departments and at different levels.' Identify the characteristic of coordination highlighted in the above statement. (A) Coordination ensures unity of action. (B) Coordination is an all pervasive function. (C) Coordination is a deliberate function. (D) Coordination is the responsibility of all managers.
›Reveal solutionSolution
The statement stresses that coordination runs across different departments and different levels of the organisation. Because coordination is needed everywhere — in every department and at every level — the characteristic being highlighted is that it is an all-pervasive function. The correct option is (B).
Concept and Intuition
Coordination is the process of synchronising the efforts of different individuals, departments, and levels within an organisation to achieve a common goal. One of its defining features is that it is not confined to any single point in the organisation — it is needed everywhere. Because the work of one department depends on the work of others, and the plans made at one level depend on the levels above and below it, coordination has to be present throughout the whole organisation. This quality of being required across every department and every level is what makes coordination an all-pervasive function.
Think of a large hospital. The pharmacy, the operating theatres, the nursing staff, the billing desk and the administration all do very different jobs, and each works at a different level of authority. Yet none of them can function in isolation — a surgery cannot go ahead unless the pharmacy, nursing and theatre teams are all in step. Coordination is what ties them together, and it is needed in every one of these areas, not just one.
Step-by-step Analysis
Let's break down the given statement: "Coordination integrates the efforts of different departments and at different levels."
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"Different departments": Organisations are divided into functional departments (production, sales, finance, human resources, and so on). The statement makes clear that coordination reaches across all of them — it is not limited to one department.
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"At different levels": An organisation also has a hierarchy of management levels (top, middle and lower). The statement makes clear that coordination is needed at each of these levels too.
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Putting the two together: When something is required across all departments and at all levels, it is present everywhere in the organisation. Being needed universally, throughout the enterprise, is precisely the meaning of an "all-pervasive" function. This is the direct signal in the statement.
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Connecting to the options: …
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- CBSE 2023Set 66/2/11 markMCQQ.In an organisation, coordination is the function of every manager. Top level managers need to coordinate with their subordinates to ensure that the overall plans of the organisation are duly carried out. Middle level managers coordinate with both the top level and the supervisory level managers. Supervisory level managers coordinate the activities of workers to ensure that work proceeds according to plans. The characteristic of coordination discussed in the above para is : (A) Coordination is a continuous process. (B) Coordination is a deliberate function. (C) Coordination is the responsibility of all Managers. (D) Coordination integrates group efforts.
›Reveal solutionSolution
The given paragraph highlights that coordination is a fundamental responsibility shared by managers at all levels within an organisation.
In any organisation, effective functioning hinges on the seamless interplay of various departments, teams, and individuals. This harmony is achieved through coordination, which acts as the invisible thread weaving together diverse efforts towards a common goal. It is not merely an optional activity but a core management function, ensuring that plans are executed efficiently and objectives are met.
The provided paragraph offers a clear illustration of how coordination permeates every layer of management. It begins by stating a foundational truth: "coordination is the function of every manager." This sets the stage for understanding that coordination is not confined to a single department or a specific level of authority; rather, it is a universal requirement for anyone in a managerial role.
The paragraph then elaborates on this by detailing the specific coordination responsibilities at different managerial tiers:
- Top-level managers: These individuals are responsible for setting the overall vision and strategic plans. Their coordination efforts are directed towards their subordinates, ensuring that these broad plans are understood and translated into actionable steps throughout the organisation. This ensures alignment from the very top.
- Middle-level managers: Positioned as a crucial link, middle managers coordinate both upwards and downwards. They communicate with top-level managers to understand strategic directives and provide feedback, while simultaneously coordinating with supervisory-level managers to ensure that operational plans are implemented effectively. They are the bridge that connects strategy with execution.
- Supervisory-level managers: At the operational front, supervisory managers coordinate the day-to-day activities of workers. Their role is critical in ensuring that tasks are performed according to plans, resources are utilised efficiently, and any immediate issues are addressed, thereby directly impacting productivity and quality. …
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