Controlling and Coordinating

I have heard my colleagues boasting of claiming they are controlling staff members to get the organisational goals achieved. This sounds irrational. Actually control is the word used for fiscal activity and the staff as a team has to be coordinated by the concerned manager to achieve organisational goals.

Fiscal activity like expenditure on conveyance, use and purchase of stationery and going on to bigger things like new equipments etc., have to be controlled.

I am giving more stress on coordinaton which deals with employees or team members under say a manager. For example the team consists of 10 members out of which work is delegated to two senior members. These two members in turn delegate the work to junior team mates keeping critical tasks with them to be completed.

The manager has to explain very clearly what is to be done and what time frame is given by the higher management. The senior staff in turn set the time frame and task to the juniors.

Now the coordination starts from the manager and he will separately call his two seniors team mates to know about the status of work given to them. At the same time he will also advise what is the time left out before submitting the completed projects to him. During the course of discussion the manager from  his senior team mates come across various problems they are encountering during the course of completion of the task. The manager has to be in a position to give solution to the problems they are encountering so that the work goes ahead as per schedule. This type of interaction can be daily or once in a week depending upon the task (total project). This way there will not be any unforeseen delays and the project can be completed on time.

The routine work of the department also has to be monitored by the manager. He can fix the periodcity of the meeting once in a fortnight or in a month and take review of all the employees or team mates of the department. The progress made by each one of them. The senior staff of course is responsible for the progress made by their juniors. This time can also be utilised to give a feed back of each team mate may be once in 3 months so that the time is saved at the time of annual performance appraisal.

The fiscal control at the department level is mostly conveyance and stationery. But at the organizational level  it can be right from  plant, buildings, machinery, roads, and their maintenance, energy and conservation, water, factory operating supplies, welfare towards employees etc. These can be controlled.

Not much can be done about plant, buildings and roads except repairing the damages. Replacement of machinery with state of the art ones giving more output has to be taken judiciously after discussing with all concerned including Marketing, Supply Chain Management and also the CEO.

Energy in any organisation comprises of electricity, Steam, and Diesel oil. Diesel oil because no organisation depends on 100% govt electricity supply and install generators to augment the supply. All these + factory operating supplies are controlled by the chief of production and energy conserved or saved has to be published in the annual report for all the share holders to see. Like wise water saving and recycling is also quantified and published in the annual report though the savings may be small.

Coming back to coordination in the whole organisation there may be some employees who are not up to date in their knowledge and may find it difficult to complete the tasks. Such employees are sent or referred back to HR department to deal with them appropriately.

If new machinery is installed then there should be savings in man power and the workers working there must be given adequate retrenchment package. The new machinery should also save some factory space which can be utilised for increased output.

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