Co-ordination implies an orderly pattern or arrangements of group efforts to ensure unity of action in the pursuit of common objectives. Co-ordination requires unification of diverse & specialised activities. It is the task of blending the activities of individuals & group efforts in order to maximise contribution towards the accomplishments of common goals.

Henri fayol, Luther Gulick & Louise A. Allen consider co-ordination as a separate function of management. But it seems more accurate to treat co-ordination as the essence of management. Because the achievement of harmony of individuals efforts towards to accomplishment of group goals is very purpose of management.

Managerial functions are like flowers in the garden of co-ordination.

Managers at all levels must co-ordinate the efforts of their sub-ordinates. A manager co-ordinate by securing & maintaining unified action in organisation.

Planning Organizing Staffing Directing Controlling

Managerial functions are spoke in the wheels of co-ordination. Thus we can co-ordination is the essence of managements as it becomes the central task for all other functions and every function must itself be co-ordination.


Every function of management contributes to co-ordination, without co-ordinating, no managerial function; no departmental activity can effectively contribute to the goals of enterprise.

The relationship between managerial functions 7 co-ordination is describe below,

Co-ordination through Planning:-

A manager can create co-ordination through planning by integrating the plans of different departments. In order to draw up an orderly course of action, all activities & efforts have to be integrated & co-ordinated.

Co-ordination through Organising:-

The division of work into different units and their subsequent integration into various departments on the basis of homogeneity of activities, appointment of people to manage those departments, definition, of their authority and responsibility relationship and the creation of the organisation structure in fact, has co-ordination at the back of the manager’s minds. Both horizontal and vertical co-ordination is brought about by clear –cut authority relationships.

Co-ordination through Staffing:-

Keeping right number of personnel with the right type of training working at the right jobs promotes voluntary co-operation and co-ordination.

Co-ordination through Direction:-

The very fact that a manager directs his sub-ordinates through motivation, leadership and communication means that he is trying to co-ordinate the various organisational activities. Motivation involves harmony between individual’s interest and group interest. Continuous flow of communication creates co-ordination.

Co-ordination through Control:-

Controlling is to ensure that the actual performance is in conformity with the planned performance. Frequent evaluation of performance is helpful in synchronising efforts of the sub-ordinates. Corrective action brings about harmony between plans and performance. The very nature of the controlling function is designed to bring about co-ordination.


Every managerial function and activity is, thus, directed towards its harmonious interaction with other activities so that each activity contributes towards the overall goals and co-ordination is the basic force behind each function or activities which enables is to effectively contribute towards these goals. Thus co-ordination is the very essence of management.

Difference between coordination & cooperation