Coordination can be defined as the management of interdependence between tasks and activities. Coordination is obliged at whatever point and wherever a gathering of persons cooperate to accomplish basic targets. It is the essential cementing compel in an organisation. Development in the number and multifaceted nature of exercises is the central point obliging coordination. Need for coordination emerges when the operations get various, enhanced and complex. In an expansive organisation, a substantial number of people are utilized.
These individuals may work at cross purposes if their deliberations and exercises are not appropriately facilitated. An expanding scale of operations may additionally expand land separation around the members of the organisation. A few layers of power present an issue of correspondence. Particular contact is not conceivable and formal routines for coordination to get vital. Operations are diverse and there are an excess of radiating strength.
The primary difference between the relational and bureaucratic organization forms for coordination lies in the way coordination is achieved. In a relational form, coordination is achieved through horizontal networks of relationship wherein the people at different organizational level are inter-connected including the managers and frontline workers. In the bureaucratic form, coordination is obtained through vertical networks of relationship. It preserves the specialization and focuses on each area of the organization as well as prevents any sort of organized challenge from a potentially hostile work force.
In order to achieve highest form of coordination, it should work through relationships of shared goals, shared knowledge and mutual respect. In other words, if the features of both bureaucratic and relational coordination are combined, more effective forms of coordination can be achieved. Such a coordinated relationship within an organization can be designed using Gittel, Seidner and Wimbush model. It is a relational model useful for inducing coordination among the high performance work systems or organizations. Under this, the relational approach involves the relationship of shared goals and knowledge as well as integration of both social and emotional dimensions takes place. Apart from this, the redesigning of the vertical model for fostering horizontal relationships across workers at all levels. Henceforth, these horizontal relationships will facilitate effective coordination to promote quality and efficiency performance.
According to Leana/Van Buren’s views on how relational organizations work has been vital for to connect employment practices to individual level responses. They believed in the notion that social capital is a culmination of the relationship between individuals, society, labour, etc. According to them, the social construct comprises of obligation, information and norms. They stated that the construct of any organization is considered to be an asset that...