When done well, coordination builds team spirit, gives staff clear direction and optimises the use of resources. By starting by meeting some of the agencies’ needs, the coordinator is committing to service first and earning significant credibility. The coordinator must first get to know the players. The needs are often basic tools and services, such as contact lists, meeting spaces, baseline information and common resources such as Internet access and printers. Coordination should be pervasive, but it does require deliberate effort, and should therefore form part of each manager’s responsibility. First, drawing on the concept of “coordination mechanisms” [54], Therefore, ask people to do things they can easily accomplish, especially at first. When planning for a coordination mechanism, it is critical to ensure there is sufficient staffing and that leadership of the coordination mechanism has authority and experience. The principles of coordination are essential for managers to understand so that organizations can run smoothly. Don’t let the coordination meetings become just another meeting. One should try to keep things simple to begin with and build on networks very similar to social networks, tied together by common interests or, as in this environment, by sectoral operational interests. Coordination through Personal Contact: Stakeholders may become drawn between loyalties and have to choose between options that are equally unattractive. Adopt a marketing approach where you try to find out their needs and meet them, as opposed to selling them what you have to offer. Direct Contact: One of the most effective means of achieving coordination is direct contact. Too often people agree to a task that they can’t or won’t perform under the threat of consensus or as part of wanting to be a team player. The following are techniques and approaches that are useful in achieving coordination and circumventing common coordination barriers likely to be encountered by ORG teams. Such networks should be utilized in the coordination process, as it will be easier for people to connect and work together. Slack resources means maintaining a cushion of resources like buffer time, money, material, inventory, people etc. A coordination mechanism is a subsystem of the social system that coordinates the activities of the persons or organizations within it. Rallying around the development of a common or joint strategic development plan or funding appeal is often a good way to build cooperation. Coordination theory provides an approach to the study of processes. One important observation has been that different mechanisms have correspondingly different performance characteristics, and that these can change dramatically in different environments (i.e., no one mechanism … The development community knowing each other or having worked with one another is quite high. In this view, the design of a process depends on the coordination mechanisms chosen to manage dependencies among tasks and resources involved in the process. The coordinator should ensure that the linkages have been made. There are three basic coordinating mechanisms: mutualadjustment, direct supervision, and standardization (of whichthere are three types: of work processes, of work outputs, and ofworker skills). The team will need to meet and brief people outside of the formal meeting process to keep them updated on current or fast changing events, shifts in resources or important visitors. A small problem, be it a misunderstanding, a hurt feeling or a perception of insensitivity, may grow and fester resulting in a much bigger barrier to communication. Don’t miss the chance to build effective relationships at these times. 2. Ideally a combination of all these things will be made available in a way that includes establishing a focal Point (), such as a Country Coordination Focal (CCF) with others who also come there. Mechanisms to achieve this coordination usually fall under the title of a project manager.   When handling large-scale agency with multi-agency participation, however, it may not be feasible to base coordination on existing coordination structures because these would not be able to handle the additional, situational requirements. When an organization’s actions are transparent, it is possible to see how and why decisions are being made. Proper grouping of activities, assignment of job to the subordinates, proper authority delegation, etc., are parts of the organizational process, which helps in achieving coordination. Rules and Procedures 3. All of this helps organisations to achieve their objectives, and increase efficiency. It is important to ask people to do things they can do. To build trust and cooperation amongst organizations in the development environment it may be an advantage to start with some less controversial functions such as elementary information sharing, before moving into more controversial domains. To achieve an enabling environment it is necessary to facilitate coordination by managing the process and avoid directing it. order to achieve a dynamic coordination mechanism. Explain why organizations need coordination across departments and hierarchical levels, and describe mechanisms for achieving coordination. By avoiding one’s own agenda, and clearly showing that the team does not have one, it will be easier to achieve trust. Only with a clearly defined and agreed purpose (i.e., why we need to coordinate this way) will it be possible to define the required coordination functions to support the process and determine the activities (i.e., what we need to do to achieve the purpose). Keywords: Several of the functions initially taken care of by the coordinator will very soon, or simultaneously, be filled by other stakeholders, The coordinator should ensure that these entities establish themselves inside, or as close as possible to, the coordination centre. Wherever a relation subsists between two or more persons or organizations , their activities require coordination in some form. There is a minimum amount of “down-time” during an ORG mission, but there are always opportunities to interact with the response community during off-duty periods like meals or after-hours socializing. The coordination focal should be like a lighthouse or a pivotal point that the operations and planning turn around. Coordination in general may be defined as. mechanisms to organize and coordinate their work. On the other hand we illustrate how research on organizations in multi-agent systems can be used within research on coordination, by discussing the use of roles for coordination in object. Because the care coordination topic is potentially quite broad, it is vital to have a way to s… Coordination is a key functionality in multi-agent systems, and mechanisms for achieving coordinated behaviors have been well-studied. Further, the coordination focal should be a good place to get a copy made, get a weather report, check what might be going on somewhere, get a security update or just see a smiling and congenial coordinator willing to take a few moments to listen. This chapter defines and discusses the five main types of coordination mechanisms and notes their relative roles in the classical socialist system. Only by understanding the mandates of various organizations, their intentions and their capacities (resources both material and personnel), can the team involve them appropriately and have reasonable expectations of their performance variations. This will provide a “one-stop-shop” a situation where it will be easier to achieve tasks. Different methods of achieving horizontal coordination are slack resources, information systems and lateral relations: 1. Sharing information on hobbies, favourite sports teams, family, etc., all contribute to building the personal regard that will encourage people to want to associate with the coordination process. You yourself are unimportant, like a sports referee that is never visible, yet never loses oversight or control of the game. 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