The generally accepted concept of management suggests that it represents the processes of planning and making various executive decisions, and monitoring their implementation. However, there is another side of management, it often acts as a coordinator in order to provide such a statement - coordination as a management function.
To perform such tasks, either a separate unit or a center is created at the enterprise, although often such coordination centers are integrated directly into production structures.
Coordination as a management function means the orderly creation of a hierarchical structure, which is designed to ensure the distribution of tasks, the regulation of leadership and responsibility in various processes, and the clear structuring of all production processes. Such processes are primarily aimed at creating and integrating an effective system for fulfilling the tasks facing the enterprise.
Coordination as a control function is performed using established rules that are common for execution, although separate rules can be created for individual processes. Therefore, the concept of organization is mainly associated with the former, and the concept of management at the operational level with the latter.
Coordination as a management function is indispensable for structures that deal with repetitive tasks and processes. It is in this case that a set of general rules appear that prescribe the procedure for performing such repeated operations and work.
And the process of operational management is expressed in special instructions that are correlated with specific cases and production processes or whose cases arise in atypical situations and circumstances. In this case, the general structure of the organization in production may simply not be effective. In this case, regulation as a management function allows you to coordinate the processes of organization and operational management, define tasks for departments and management personnel, and agree on general and special decisions depending on the situation.
Coordination as a management function in the perspective of the organization of production can be due to two reasons:
Firstly, with the uniformity of processes and technologies over a long period of time, this approach allows us to develop unified (general) solutions, which will allow us to use new ones in the future without the need for constantly, which will cause inefficiency and prolongation of management processes.
And the second reason can be called greater coordination (coordination) in the performance of work, which in turn contributes to the stability of production processes.
In addition, coordination of actions in the context of the organization of production has several advantages:
- increasing the level (potential) of management, which leads to a significant simplification of tasks in management;
- allows you to develop large business structures that will have a clear division of labor and management;
- rational use of business processes at the enterprise.
However, coordination as a management function can have a number of negative aspects - basically this is a significant reduction in the flexibility of the structural units of the enterprise (as part of the authority is lost).
Such adverse effects may occur as a result of:
- excessive schematization, in which all business processes develop into routine execution;
- restriction of individual decisions and free creativity in management;
- depersonalization of management processes, which causes a substitution in the relations between personnel that occur not on the basis of their personal authority, but only on the basis of the "letter of the paragraph" of the rules and laws.
If the last point of negative phenomena occurs, one should pay attention to such a process as social monitoring as a management function. It is using this tool that you can identify the transition of relations between personnel from normal to impersonal and systemic.