The value of the coordination function in management. Organizational process

COORDINATION IN ORGANIZATIONS

The organization is an object of management in which people and the tasks they perform are in constant interdependence and interconnection. To ensure synchronization of activity and interaction various parts organizations use coordination.

Coordination is a process of distributing activities in time, ensuring the interaction of various parts of the organization in the interests of fulfilling its tasks.

Coordination ensures the integrity, sustainability of organizations.

The higher the degree of division of labor and the closer the interdependence of departments, the greater the need for coordination. If the work is performed by two people in the same unit, then coordination is practically not required. In small organizations, where all employees know each other, it is not difficult to ensure the coordination of their work. In large organizations with a high degree of specialization and distribution of responsibilities, achieving required level coordination requires some effort from top management. Obviously, if the activity of an enterprise is distributed among dozens of departments with thousands of employees, then the need for coordination increases immeasurably. coordination interdependence informal impersonal

There are the following types of interdependence of business units.

1. Nominal interdependence. The units united by this interdependence contribute to the common cause, but are not directly related to each other.

Allied plants providing a wide variety of materials and semi-finished products, for example car factory, make a common contribution to the production of cars, but are independent and are not directly related to each other. The degree of coordination of their activities is minimal.

• 2. Sequential interdependence. With this type of communication, the work of the units involved in the subsequent stages of work depends on the Work in the previous stages. Sequential interdependence requires closer coordination than nominal interdependence, especially in the later stages of production.
• 3. mutual interdependence. With this ratio, the inputs of one unit become the result! the work of another, and vice versa.

An example of this kind of relationship was eaten railways. When the repair service completes the maintenance of the train, the train prepared for operation is the result of the work (output) of this service. At the same time, the repaired train becomes an input to the traffic service. When the traffic service transfers train cars for repair, they become the result of the work of the traffic service and the input factor of the repair service. It is clear that this close relationship leads to the need to coordinate the work of the repair service and the traffic service.

In the exercise of nominal interdependence, enterprises use standard coordination that does not directly affect people. To ensure mutual interdependence, mutual regulation (by individual and group coordinators) is recommended, and for consistent interdependence, planning (work of people and production).

By its nature, coordination activities are:

• * preventive, i.e. aimed at anticipating problems and difficulties;
• * eliminating, i.e. designed to eliminate interruptions that occur in the system;
• * regulatory, i.e. aimed at maintaining the existing scheme of work;
• * stimulating, i.e. aimed at improving the performance of the system or existing organization even in the absence of specific problems.

Along with coordinating the activities of enterprise divisions, coordination also increases the reliability of interaction with the external environment.

The problems of ensuring effective coordination of the activities of all departments of the organization are directly related to the level of communication development, the need to maintain constant information exchange. When a production manager transmits instructions or other information through the means of communication, he must be sure that his message will be correctly understood and received in a timely manner. The reverse process of transferring information is also important - from the subordinate to the leader. At this stage, there are failures, the lower link does not always know what information the management needs to make certain decisions. This is serious problem, since the source of information for decisions at the highest level is the lower levels of organizations.

Coordination activity is carried out with the help of certain mechanisms, among which there are such as: informal non-programmed, programmable impersonal, programmable individual and programmable group coordination. Enterprises may use one or more of these approaches (mechanisms) to implement coordination.

Informal non-programmed coordination. Often coordination takes place voluntarily, informally, without prior planning on the part of the enterprise, since it is practically impossible to foresee, program or interconnect all activities. Organizations therefore rely to some extent on voluntary coordination on the part of their employees.

Informal coordination is based on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction. A broad division of labor causes the emergence of various production, economic and social problems, for the solution of which informal coordination is used. However, there are a number of conditions, the observance of which should increase the effectiveness of voluntary coordination. These conditions are, in particular:

• * the employee must know his tasks and the tasks of the unit;
• * the employee should clearly understand what is required of him;
• * the employee must feel part of the organization and consider the tasks facing it as his own.

Often this involvement is the result of careful selection and orientation of workers. With an increase in the size of the enterprise, significant changes in the personnel composition, informal coordination must be replaced with a programmable one. At the same time, no enterprise will be able to function without carrying out (in one form or another) voluntary coordination.

Programmed impersonal coordination. If the right conditions for informal coordination are not created, or if the organization is too complex for informal communications to be effective, then the manager can apply standard methods and rules of work. Significant time savings can be achieved by establishing a way to deal with recurring coordination problems in the form of a procedure, plan, or course of action. Deadlines for the implementation of plans can serve as an example of such an approach. Programmed methods of impersonal coordination are used in medium and large enterprises and almost all small organizations.

individual coordination. Employees do not always understand the tasks and directions of work in the same way. Everyone interprets them as he sees it. With regard to such differences, two approaches to individual coordination are used. The first approach is related to the fact that, as a rule, coordination is carried out by the head, to whom at least two departments are subordinate. He assesses the situation and uses his influence to ensure that the units solve the common problem. If this fails, he uses his powers and establishes a procedure for future interaction. To the extent that the decision is seen as fair and real, it removes the problem of coordination.

The second approach is the activity of a specially appointed coordinator. In particularly difficult areas, the work of coordination is so extensive that it becomes necessary to create a separate position. Here are just a few varieties of the second approach to coordination:

• * product manager, i.e. a person acting as a link between all production services, which contributes to the growth of sales and profits;
• * project manager, i.e. a person acting as a link between all departments throughout the entire duration of the project;
• * representative of the customer, i.e. a person acting as a link between all services and a regular customer;
• * special bureau, i.e. a unit coordinating the receipt and dissemination of all information for clients and customers.

Of course, the maintenance of a special coordinator and his staff may cause an increase in direct administrative costs. Coordinators in these situations have enough handicapped influence the course of business. This approach is not used often, but can be effective when time is running out and costs are of little concern.

Group coordination. Coordination issues can also be addressed at group meetings, whether they be regular committees or ad hoc commissions. In the course of the discussion, personal preferences, group interests, and the tasks of the organization should be taken into account. Based on these discussions, agreed decisions are made. Commissions are often the only means of coordinating the various functions of entrepreneurship, bringing together leaders working in different departments. Here there is a useful exchange of views, decisions are made concerning several departments. Everyone can express their opinion on the decision being made, but no one can make it on their own without taking into account the opinions of their colleagues.

With different management styles, there are significant differences in the way tasks and workers are allocated to achieve the goals of the enterprise. IN tab. 12.1 these differences are shown in relation to the conditional division of styles into liberal, intermediate and authoritarian. With the expansion of the enterprise, the management structure becomes more strictly regulated. If the enterprise is large, works, using the same technology, in a stable market, it tends to formalize its organizational structure. Authoritarian management style is characterized by a greater degree of formalization, greater standardization and division into divisions by technology or function. It provides for high hierarchical structures, small areas of control and significant centralization. Coordination in this case is carried out along the hierarchy of management, on the basis of the charter and procedures of the organization, as well as the strategy adopted by it.

Table 12.1 Coordination under different management styles

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The concept of coordination as one of the functions of managing an organization

Organization is a form of bringing people together for their joint activities within a certain structure; a system designed to perform specified functions, solve a certain range of tasks, for example, an enterprise, school, institute, bank, government agency. An organization is a management object in which people and the tasks they perform are in constant interdependence and interconnection. To ensure synchronization of activities and interaction of various parts of the organization uses coordination. On the site www.inttershop.com cheat in tik tok.

Coordination

is a process of distributing activities in time, ensuring the interaction of various parts of the organization in the interests of fulfilling its tasks. Coordination ensures the integrity, sustainability of organizations.

Coordination

This is a function designed to ensure consistency and interconnection between the elements of the organization's management system, the continuity and continuity of the management process.

The main task of coordination is to ensure interaction and consistency in the work of all departments and links of the organization (horizontally and vertically) by establishing rational connections (communications) between them. The nature of these links can be very different, as it depends on the coordinated processes. Therefore, to perform this function, both various documentary sources (reports, reports, analytical materials) and the results of discussions of emerging problems at meetings, meetings, interviews, etc. can be used. Technical means of communication play an important role in this, helping to quickly respond to deviations in the normal course of work in the organization.

Coordination Helps Ensure Amalgamation of Aspirations individual workers in one group effort. Managerial coordination seeks to ensure the effectiveness of this group effort by bringing together the activities of different groups or departments within the organization. And the effectiveness of these collective efforts is "coordinated" by maintaining a link between the common goal and all individual or group activities.

Coordination also includes:

ensuring the unity and consistency of the functions of the management process (planning, organization, motivation and control);

ensuring consistency between individual managers, employees;

coordination of deadlines for the implementation of managerial functions, work;

ensuring consistency in the activities of departments and officials organizations with subjects of the external environment, with business partners;

collective development and approval by the executive directors of the company of the main parameters of the project of its budget (before detailed study of the budgets of divisions);

optimal division of labor, distribution of duties and responsibilities between employees, performers at all levels;

elimination of deviations of the control system from the specified parameters.

Coordination can be divided into several types:

preventive, when problems, difficulties and ways to overcome them are predicted and adequate measures are taken;

elimination, aimed at eliminating interruptions in the system after they have occurred;

regulatory, designed to maintain management and production systems within established limits;

stimulating, increasing the efficiency of the functioning of management and production systems.

Coordination in an organization is accompanied by two types of procedures:

direct management of activities in the form of instructions, orders, etc.;

actions to create a system of norms and rules relating to the activities of the organization.

Coordination activities are carried out through meetings, contacts between managers, employees, coordination of plans and schedules, making adjustments to them, linking the work of performers, etc.

In the context of the growth of independence and responsibility of managers at all levels and performers, there is an increase in the so-called informal ties that provide horizontal coordination of work performed at the same level of the management structure. At the same time, the need for vertical coordination is reduced when governance structures become “flat”.

It should be noted that in real management practice, the sequence of implementation of general management functions reflected in the management process diagram is often not maintained, the manager is sometimes not limited to performing only one function at a certain time. Often, in the activities of the head, all management functions are present simultaneously. For example, while coordinating the work of subordinates, the manager plans and corrects his own actions, predicts the consequences of the distribution of work, takes care of motivation, achieving the fulfillment of his instructions, controls how correctly he was understood, analyzes and evaluates the capabilities of employees in relation to the assigned work, etc.

Coordination and division of labor
We have looked at the problems associated with the division of work in an organization. But it is one thing to get people to work according to a certain plan, it is quite another to take measures to know that they work as intended, that each person's activity is coordinated in time with the actions of others, and that, if necessary, changes are made to the plan and to this activity. All this is the coordination of activities.

In small organizations and firms, coordination is usually carried out quite simply, since everyone is in sight of each other and you can condemn the negligent and correct the matter.
However, everything will not be so simple if the company is large and complex in structure. The most obvious factors that complicate the activities of the organization and thus make it difficult to coordinate are the differentiation (specialization) and interdependence of individuals and groups, which in turn increase as the size of the firm grows.
Under the division of labor (differentiation) is understood the solution of the following questions: To what extent can the activities of the organization be divided? How many different specialties should be introduced? How many different groups, departments, etc. to form?
The growth in the number of specializations, in general, is always a consequence of the size of the enterprise. It also dictates its expediency. But specialization also raises problems of coordination. The greater the division of responsibility between specialists and departments, the more effort is needed to bring them together again (to effectively use the contribution of each).
What difficulties await us here?
First of all, there is the problem of conflicting goals. For example, the goals of the financial department (accounting, economics) are to reduce the stock of materials in warehouses, and the goals of the production department are to have more of them.
The level of inconsistency also depends on the level of “culture” in subdivisions, departments, and services of a large company. Culture is the formal and informal style of communication, views on priorities in the organization, interpersonal relationships in subdivisions: a friendly, purposeful, energetic or unpleasant team prone to conflicts and manifestations of bureaucracy.
Attempting to coordinate the contributions of these different departments may require more than just a call to remember the goals of the organization.
Let's try to consider some approaches to solving this problem.
We state that differentiation significantly complicates the management of any organization (company, school, shop, consumer service). The division of labor provides advantages, but it also has tangible disadvantages: a large number employees leads to a greater number of more complex relationships between them, and, therefore, makes it difficult to coordinate their activities.
Almost all members of the team feel their dependence on others, only this can manifest itself at different periods of time. Depending on this, three types of interdependence can be defined: centralized (a), sequential (b) and universal (c).

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production cycle

Thus, the complexity of actions to coordinate work depends on the degree of interdependence of the constituent parts of the enterprise. The closer the relationship, the more difficult the coordination and the more transient and more dangerous consequences relationship violations.
In addition to these two factors, there is a third one that contributes (influences) the complication of coordination - this is uncertainty.
If you have no confidence in anything related to your activities (customers, customers, staff loyalty, etc.), then the activities of your organization are somewhat uncertain and unpredictable. Those. in a changing situation, decisions must be made quickly and more often than is the case when one day is similar to another.
Conclusion: the influence of all three factors on different enterprises is different, and from this it follows that the requirements for coordinating work also differ significantly. And if the information in the company is set to a high level, then it is easier to coordinate the work, although the structures may be more complex.
Coordination complex work
Work in large companies can be completely disrupted if the coordinators do not have timely and accurate information about what should be happening in various fields and parts of production, what is really happening, what changes can really affect the work. Therefore, information is the key to effective coordination.
The growing differentiation and interdependence between the various parts of the enterprise raises the question of providing them with the appropriate flows of information leaving managers in a timely manner. And uncertainty increases the amount of “digestible” information
and, thus, increases the time for decision-making.
Failure to properly ensure the flow of information is one of the most common causes difficulties in the activities of organizations, and sometimes loss of management.
Invented over the years wide range measures to ensure the transmission of information: to reduce the required amount of information and to improve channels for transmission. A number of such measures are described by Jay Galbraith in his work Building Complex Organizations. He considers information processing as the main factor of any organizational activity.
The degree of coordination of the affairs of the organization depends on how well employees are able to receive and process the necessary information. Readers should understand this well and be able to do it to a large extent (appropriate computer training will help).
For a number of frequently encountered (everyday) situations, programs and software tools for processing and solving problems (usual routine work) can be provided in advance. But many activities are unusual and unpredictable, so information must be received and processed in the process of doing work (“on a live thread”).
D. Galbraith identifies three ways to ensure the correct organization of routine work (predictable activities):
rules, programs and methods;
hierarchical subordination;
goal setting.
However, if the course of business becomes unpredictable and uncertainty grows, then additional strategies are needed, of which Galbraith shows four more (see Diagram 8). These strategies will be explained one way or another in the subsequent analysis of the coordination of complex work.
Routine activities 1. Rules, programs and methods Hierarchical subordination Goal setting
Rising Uncertainty

Increasing information processing capacity Organization of vertical information systems Formation of horizontal links
Rules, programs and methods
According to this strategy (method), all that is required is to foresee all possible events in advance and develop rules, programs and methods describing the actions of personnel in each specific combination of circumstances. The relevant rules can even be presented in the form of a decision tree (see Figure 9). With the help of such a system, staff learn how to
conduct themselves in different ways. If everyone follows the rules, then the organization runs smoothly.

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Thus, the rules are like instructions for the actions and behavior of an employee, and coordination occurs as if by itself, without specifically drawing people into the process of receiving and processing information, which saves on information processing.
The programs and methods of the work performed may have a similar purpose, but all this will be unacceptable or limited in application if workers are faced with new and heterogeneous situations. Then it is required new strategy, which the manager should offer, to whom the subordinate will turn in the hierarchical ladder (as in an exceptional case). At each level of the hierarchy, people operate with a limited amount of information and within their competence.
As the uncertainty in the activities of the organization increases, more and more exceptions arise. By sending information up in anticipation of a decision, people will lose more and more time. Moreover, “high leadership” can be so divorced from direct activity that the decisions made will turn out to be impossible to implement at all. What is the coordination here? This means that rules and hierarchical subordination may not be enough when the chain of direct subordination becomes long. Then, unlike the above two strategies, the method of setting goals can give a greater effect.
The method of setting a goal (task) involves the transfer down of part of the rights and powers: it is indicated to subordinates what they should do, but how exactly to do it - they decide for themselves. Example: masons are shown a place and given a project, but how to lay and finish, they decide for themselves. This does not mean that each performer will perform his duties independently of the others (from carpenters, plumbers, etc.), but for this it is necessary to correctly recruit specialists who can freely make their decisions on the final result even in new situations.
But life can intervene in this case too, creating unpredictable situations even for professional masters, and if they are repeated often, then in this case the top management will be overloaded with information on hierarchical connections.
In such cases, the organization should:
reduce the amount of information needed to coordinate activities,
or increase the capacity to process the increased flow of information.
According to the first method, strategies can be proposed: the creation of reserves and the formation of autonomous tasks.
According to the second method - strategies: the organization of vertical information systems and the formation of horizontal links.

The creation of reserves is one of the ways to reduce the volume of processed information and the amount emergencies which you would have to deal with. It involves providing your unit with resources in excess of what is normally required to do the job. Thus, the work will be done by you (and successfully), but it will require more resources than in normal conditions(but the prestige of the firm will be preserved). There will be fewer interventions from above.
The formation of autonomous tasks consists in the fact that groups of workers are created, each of which has all necessary resources for the release of a finished product or sale full cycle service.
Example: the design and manufacture of an aircraft, when independent groups are created (wing, engine, fuselage, etc.) that have the entire necessary personnel and production capacities. They do not share resources among themselves, so less effort is required to coordinate their activities.
But how exactly does the formation of autonomous tasks simplify management? And what are the costs associated with it?
Benefits: Less need for scheduling by category of worker and equipment. Reducing the division of labor if each group must maintain independence (master any related professions so as not to hire additional specialists). Decisions are made closer to the source of information, since problems (exceptional cases) go through fewer levels of the hierarchy until they reach a level of control sufficient to involve interested parties in the case.
There will also be costs for the formation of autonomous tasks, and they follow from a decrease in the level of specialization ( flip side medals of the second point of advantages).
Conclusions. The creation of free resources (reserves) and autonomous tasks are strategies aimed at reducing organizational complexity and the costly coordination associated with this. But we have seen that there is a strong case for both independent groups and centralized control.
Therefore, we will consider two more remaining strategies for increasing the possibilities of organizing information processing.
Organization of vertical information links
Let us pose the question: how could information move up the hierarchy for decision making and not overburden decision makers? How often should the organization's plan be reviewed - annually, quarterly, etc.? Answer: the greater the unpredictability of events, the more often it is necessary to revise plans. The more often changes are required, the faster the information needed to make appropriate decisions by managers must pass.
What types of additional resources can an organization bring in to help it process the increased flow of information more efficiently and thereby prevent overload?
Currently, many companies have solved the problems of planning with the introduction of real-time computer systems capable of constantly updating the plan based on current information, which, of course, requires the involvement of additional material costs(example: computer manufacturing).
Formation of horizontal links
The final strategic means of increasing an organization's information-processing capabilities is to form, strengthen, or establish horizontal links—links that permeate the entire organization. This strategy ensures that decisions are made where the information is, instead of being sent up the hierarchy. As Galbraith says, “It decentralizes decision-making, but without creating self-sustaining groups.”
In practice, several types of horizontal links are used for decision making. The order of communication types in the list below is based on increasing costs. If the uncertainty in the organizational sphere of activity increases, then this leads to the sequential passage of all these types, up to the most expensive - the matrix structure.
Direct contact (two leaders with a common task, without a common leadership). Persons responsible for external relations. Working groups of representatives from different departments, solving a common, but temporary problem. Brigades, which, unlike working groups, are permanent in nature with an elected leader (to agree on regular issues). Integrators in the rank of manager. Their job is not to direct any activity, but to coordinate decisions, collecting information and distributing it to those in need. Communication administrators (a higher level than the integrator) who can actively participate in the decision-making process. They plan and allocate resources, participate in the management of funds, and are able to influence the work of managers not directly subordinate to them (this is similar to the role of the chief project engineer in government projects). Matrix structures that permeate “usual” power structures, where an employee works for more than one boss, each of which is responsible for different aspects of the employee’s work. Thus, the head of the matrix project will be able to “buy” a certain part of the time of several employees of various departments in order to achieve the goals associated with all these departments.
The volume of horizontal connections increases with the increase in the number of people with the coordinator function, as well as with the transition from temporary to permanent participation, from the decision-making function to the decision-making function. But the above list of types of connections is not exhaustive.
Questions for self-control on the topic “Structure of organizations” Purpose and importance organizational structure any firm. Problems and dilemmas associated with the way the organization is built. Relationship between career and structure change. The structure of the organization is a system of movement through the ranks and a political system. What signs of structural weaknesses reduce production performance? What is the importance of specialization? What does it matter job description in job specialization? Control space and efficiency of its use. Should the organizational structure be “vertical” or “horizontal”? What should be in the area of ​​management of each manager or controller? Should we try to ensure unity of command? What is a "matrix structure"? To what extent should decision-making be decentralized? To what extent is the centralization of common support services necessary? What will serve as the basis for the division of responsibility between “core” and “support” positions? Two approaches to combining areas of activity. How should we approach the issue of information communications within the organization? Outline the dilemmas posed by "management scope" and "hierarchy levels." The need for coordination of activities and its relationship with the structure of the organization. Dependence of coordination on the amount of information. Seven Basic Strategies for Satisfying Information Processing Needs (according to Galbraith). Three main strategies: rules, programs and methods; hierarchical subordination; goal setting. The feasibility and applicability of strategies: the organization of vertical information systems and the formation of horizontal links. Analyze strategies that are only suitable for normal (predictable) operations and those that become more necessary as uncertainty increases.

The goal of management activity is the continuous adaptation of the organization to a constantly changing external environment and variations in the goals of the system itself.

A level in the hierarchical management structure represents a group of links that have the same decision-making authority. Links between levels are usually vertical in nature and coordination is aimed at their overall functioning.

Coordination is an integral part of management processes, consisting in coordinating, streamlining actions different parts controlled system. The final element in the organizational process is coordination. The purpose of coordination is to unite all organizational efforts of the manager and ensure that the organization process contributes to the achievement of the set goals.

Coordination is the bringing together of individuals and production units into one concerted effort that contributes to a common goal.

Coordination is based on three principles, 1) "group effort", 2) "unity of action" and 3) "common goal". Coordination helps ensure that the aspirations of individual workers are brought together into one group effort. Managerial coordination seeks to ensure the effectiveness of this group effort by bringing together the activities of different groups or departments within the organization. And the effectiveness of these collective efforts is "coordinated" by maintaining communication between common goal and all individual or group activities.

Three fundamental principles coordination: command unity, command chain (or scalar chain) and control interval. Managers who understand and use these concepts during adoption organizational decisions, include an element of coordination in the activities of the structures they model.

In accordance with the principle of unity of command, each subordinate should be responsible only to one superior person. The idea that a worker cannot work under several bosses was recognized in antiquity. The Bible, for example, mentions the fact that no one can serve two masters. It has already been noted earlier that the concept of team unity in business regulation was put forward by Henri Fayol. Fayol was a firm believer in the unity of teams: "The body with two heads in society, as well as in the animal kingdom, is a monster that is difficult to survive." Team unity has been criticized in recent times as being too rigid for today's complex management setups. Modern managers need more flexible principles. In the largest organizations, horizontal communication is essential, especially in organizations with highest technology where many types of very narrow specialties are required. The corporate giants have created a need for new organizational forms that allow greater flexibility in the boss-subordinate relationship. However, the spirit of this principle, as far as possible, is still preserved, since the conflicts caused by its violation are well known.

The scalar chain is another management principle put forward by Fayol. The idea behind the scalar chain is that the line of authority in an organization starts at the top and descends down through the organization, forming a complete chain.

The scalar chain serves to define the formal lines of communication between subordinates and supervisors throughout the organization. It also serves to strengthen team unity. However, following the chain does not mean that the manager has to move up and down the chain in order to connect with each other at the same managerial level. To facilitate and speed up communications, Fayol proposed the so-called "bridges" connecting managers of the same level. The manager in position "P" can communicate with the manager in position "O" (without sending a message all the way up one side of the pyramid and back down the other). "Bridges" is a kind of informal organization. They are used when the communication needed to coordinate two production units does not need to go through the highest management levels.

In the organizational structure, each manager has several direct reports. The president of a firm, for example, has two or more vice presidents; each vice president has several managers in his direct subordination; each of these managers has several inspectors reporting directly to them, and so on.

The control interval (or control interval as it is often called) is the number of people or production units that the manager oversees. Choosing the right control interval is very important point. Sometimes the control interval is referred to as the control interval. This is because there is one thing that helps determine the appropriate control interval, and that is how many subordinates a manager can effectively "control". But the term "management interval" seems to be more preferable, since control is only one managerial function, and it is understood that the concept should correspond to all aspects of managerial activity.

The span of control is often characterized as "narrow" or "wide", depending on the number of subordinates the manager has. It must also be said that the "width" of the interval largely determines the height of the organization. So, a narrow control interval is typical for a company with a "high" (or multi-level) organizational structure. And a relatively wide range of management is characteristic of a "flat" organizational structure. Optimal spacing. Many early management scholars suggested the ideal number of employees reporting to one manager: suggested ideal intervals of three to six.

In 1930, the accountant V. A. Greikūnas developed a mathematical formula for analyzing the relationship "boss - subordinate". Greikūnas substantiated his thesis on the fact that human beings have a limited attention span and can pay attention to only a few connections at the same time. His formula showed that if the number of subordinates increases arithmetically, then the complexity of the manager's work increases exponentially. Greikūnas based his reasoning on the number of direct and cross links that are introduced when one subordinate is added.

Coordination is the process of distributing activities in time, ensuring the interaction of various parts of the organization in the interests of fulfilling its tasks. Coordination ensures the integrity, sustainability of organizations. By its nature, coordination activities can be: preventive, that is, aimed at foreseeing problems and difficulties; eliminating, i.e., designed to eliminate interruptions that occur in the system; regulatory, i.e., aimed at maintaining the existing scheme of work; stimulating, i.e., aimed at improving the performance of a system or an existing organization, even in the absence of specific problems. Coordination activity is carried out with the help of certain mechanisms, among which there are such as: informal non-programmed, programmable impersonal, programmable individual and programmable group coordination. Enterprises may use one or more of these mechanism approaches to achieve coordination.) Informal coordination is based on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction. Programmed impersonal coordination. If the right conditions for informal coordination are not created, or if the organization is too complex for informal communications to be effective, then the manager can apply standard methods and rules of work. individual coordination. Employees do not always understand the tasks and directions of work in the same way. Group coordination. Coordination issues can also be addressed at group meetings, whether they be regular committees or ad hoc commissions.