generally accepted concept of management suggests that it is the process of planning and decision-making various performing and monitoring their implementation.But there is another aspect of management, it is not uncommon acts as coordinator to ensure that such a statement - Coordination as a function of management.
For such tasks the company created a separate unit or center, although often such coordination centers are integrated directly into the production structure.
coordination as a management function represents ordered the creation of a hierarchical structure, which is designed to ensure that the distribution of tasks, setting powers of the management and accountability in the activities of the various processes, and a clear structuring of all processes of production.These processes are primarily aimed at creating an efficient and integration of the tasks facing the company.
coordination as a management function is performed by the established rules of common execution, although some processes can create separate rules.Therefore, with the first generally associate the notion of the organization, and with the latter, the concept of management at the operational level.
coordination as a function of management is indispensable for the institutions that are engaged in repetitive tasks and processes.It is in this case and there, a set of general rules that prescribe the procedure for performing such repetitive tasks and activities.
And the process of operational management is reflected in the special instructions that relate to specific cases and the manufacturing processes or in cases where there are unusual situations and circumstances.In this case, the overall structure of the organization in the production can be simply not effective.In this case, the regulation as a management function allows you to coordinate the processes of the organization and operational management, identify problems for departments and managers, as well as to agree on common and special solutions, depending on the situation.
coordination as a function of management from the perspective of the organization of production may be due to two reasons:
Firstly, when uniformity of processes and technologies for long periods of time, this approach allows you to develop uniform (general) solutions, which will in the future be used without the need to constantlyadopt new, causing inefficiencies and delays in administrative processes.
And the second reason can be called greater coherence (coordination) during the work, which in turn contributes to the stability of production processes.
addition coordination in the context of the organization of production has a number of advantages:
- level rise (potential) management, which leads to a significant simplification of the management tasks;
- enables the development of large business organizations, which will have a clear division of labor and management;
- rational use of business processes in the enterprise.
However, coordination as a function of control can have a number of negative points - mostly a significant reduction in the flexibility of the structural divisions of the enterprise (as the lost part of the authorities).
Such negative effects may result from:
- excessive schematization, in which all business processes evolve into Routine;
- restriction of the individual decision-making and free creativity in the management;
- depersonalization management processes that cause substitution between personnel that do not occur on the basis of their personal authority, but only on the basis of "the letters section" of rules and laws.
In the event the last paragraph of the negative phenomena should pay attention to this process as a social monitoring as a management function.It is through this tool can identify the relationship between the transition from normal to personnel and impersonal system.
