Coordination 35

Coordination 3
CHAPTER
Henry Fayol: "To coordinate means to 1unite and correlate all actívities .
Pearce & Robinson: "Coordination is the integration of activities of
individuals and units into a concerted effort that works towards a common
aim."

Introduction On the basis of these definitions, we can state the basic features of coordination, thus:
CHAPTEROUTLINE
1. Deliberate action: Coordination refers to deliberate blending of organisational
Coordination isthe integration of several activities to achieve unity of action. It is achieved by conscious managerial
" Introduction
Coordination vs.
orderly hole to achieve the goals of an
Itis the unification and synchronizationnof
Ipartszinattioon.an
organi
action. It does not happen by chance, but by choice.
2. Group effort: Coordination involves the orderly arrangement of group
cooperation of group members so as to offer unity of the efforts efforts.
It seeks to strike a fine balance between efforts, resources, and organisational
Need for and
significance of
pursuing common goals. Coordination,actionfact,whilise
in
essence of managerial work. It is a way of
goals. The effort, finally, must lead to productive outcomes. All people must
row the boat at the same time in order to reach the destination quickly.
coordination a fine balance between effort put in
departmental activities, organisational resourcesby stpeople,
riking Coordination lays emphasis on unity of effort and unity of action. It compels
everyone to remain focused on the enterprise as a whole instead of narrow
" Principles of
coordination and overall company goals in order to deliver resulte sectional goals.
Coordination within a timeframe (Figure 3.1). 3. Continuous activity: Coordination is not a one-shot deal. It is a never-ending
procesS Departusental Organisational process of ensuring the achievement of objectives. At each and every stage,
Techniques of
Group efforts activihes Tesaurtes Company
goals managers need to put effort on track on a daily basis in order to realize goals
within a time frame.
coordination Figure 3.1: What do you mean by Coordination2 4. Permeates all management functions: Coordination permeates the entire process
Types of of management. It is a common thread running through all the
coordination What is Coordination? management
functions (Figure 3.2).
Systems approach
to coordination In every organization, the total work is divided into
Chapter summary convenient parts. Different departmentsare creation
to process work quickly and effectively. Within each
Planning
Test questions
Skillbuilder: department, work is handled by various employees.
To deliver results according to a timeline, Controlling Organising
Where you stand managers
try to synchronize the efforts of people working
now and where in
groups in various departments on a daily basis. The
you want to be?
process by which a manager brings unity of action in
Learning exercise: an organisation is known as coordination. Leading Coordination Staffing
How to save a BOX 3.1 :DEFINING COORDINATION
sinking ship?
Case study: In Mooney and Reiley: Coordination is the
search of greener orderly arrangement of group efforts o
pastures. provide unity of action in the pursuit of a Motivating Directing
common purpose.
Communicating
Figure 3.2: Coordination is the essence of
34 management
 Management Principles &
36
Applications Coordination 37

" Ifplans are not properlycOordinated, the scarce resources are putto
use. The effort proves wasteful and unproductive.
" In organising work, managers must see that no activity remains
ineffective concepts. Even when cooperation existe ifthere is no proper coordination,
the organisation fails to deliver goods required in time.
People should also not work at cross purposes. unassigned Need for coordination "{NEP)
In staffing, managers must ensure the availability of competent
to handle assigned duties. The organisation should not suffer people The need for coordinatioA arises whenever and wherever, a group of persons wOrk
inadequate or excess staff. because of together to achieve common objective. Coordination is the basic cementing forçe in
In directing organisational activities, managers must synchronise the effo an organisation. The need for coordination mainly arises because of the following
of subordinates and motivate and lead them through adequate rewards disintegrating forces:
The organisation must see that all communications--inward. ) Increase i stze and conplexity of operations: Growth in the number and
horizontal etc.--aim at one thing and help employees remain focused
overall goals.
downward, \complekity of activities is a major factor requiring coordination. In a large
srganisation, a large number of people process the work at various levels.
These people may work at cross purposes, if their efforts and activities are not
In controlling organisational activities, managers must see that activitiee properly coordinated. Size brings about the problems of communication as
are on the right path, doing right things, at the right time and in the right well. It may be difficult to communicate the policies, orders and managerial
manner. actions on a face-to-face basis. Personal contact is, rather, impossible and
Thus, coordination transcends all managerial functions. That is, why, writers like formal methods of coordination become essential. If the operations of an
Koontz,Terry called coordination as the "quintessence of management." organisation are multiple, complex and diversified, the need of coordination
isfelt everyvhere.
Coordination vs. Cooperation (ii) \Spegtalisation Usually, in an organisation, work is divided along functional
Tines. Thus, we have specialists taking care of manufacturing, financing,
Cooperation is voluntary in nature. It refers to the willingness of people to help personnel, marketing functions. Over a period of time, these specialists
each other. Coordination,on the other hand, is a deliberate effort of a manager to develop'tunnel visions' (inability to look beyond their own narrowand
speciality).
thereby,
put things in order and achieve common objectives. The chief distinctions between They are more interested in developing their own departments
increase their sphere of influence, in the organisation. For example, production
these concepts are summnarised hereunder: executives might be more interested in producing high-quality, high-priced
(i) Status: Coordination is a necessary function ofmanagement. It is actually, the items. In the words of Stoner and Freeman, "Without coordination, people
epitome of all management functions. It is vital to carry out all the managerial and departmentS would lose sight of their roles, within the organisation. They
functions successfully. Cooperation, on the other hand, does not enjoy the wouldpursue their own special interests, often, at the expense of organisational
status of a function of management. Cooperation is more of an attitude of an goals,"
individual and group than anything else. Cooperation, however, is essential
for successful coordination. (iii) Clash of interests: People join an organisation to fulfil their personal
goBs, i.e., their physiological (food, shelter, clothing, entertainment) and
(i) Deliberate: Coordination is the deliberate and intentional effortofthemanager. psychological (economic security, recognition for good work, freedom to
Cooperation, on the other hand, is voluntary. Management can function, even do work independently, etc.) needs. Often individuals fail to appreciate how
without cooperation, but cannot function without coordination. Coordination the achievement of organisational goals will satisfy their own goals. The
therefore, is acontrived process, whereas, cooperation is voluntary and natural environment in the organisation, organisational rules and regulations may
the
process. also frustrate their attempts to realise their personal goals. As a result,
(iii) Nature ofwork: The nature of work in every organisationis such thattit
i needs are forced to pursue their narrowpersonalinterestssacrificing organisational
avoid
to be divided, and then integrated. Coordination of all independent activities interests. They tend to Work at cross purposes. Coordination helps to
can bring
conflict between individual and organisational goals. Managers developing
is utmost essential. Coooperation does not arise out of any limitations of
about harmony between individual and organisational goals by
Structure and organisation. Tt is reauired all the time. The individuals learn incentive schemes.
to cooperate with each other even though their activities are least related. a closer contact with subordinates, by evolving attractive achieve their
(iv) Broad: Cooperation is necessary for coordination. But coordination is recognising good work and by explaining how subordinates can
goals, by achieving organisational goals.
own personal
necessary for an organisation. Coordination, therefore, is broader of these two
 38 Management Principles & Applicatior
Coordinatian 39
attitudes and working style: According to Lawrence and
(iv) Difjérenceincoordination,
the needfor t
,basically, Lorsch,
arises owing tothe di fferences;sin attitudes
and different working styles of people in an organisation. Every
l2Amproves human relations: Coordination brings unity of action and direction.
has his own way of dealing with problems. The specific orientation
particular goals might be different. To sales people, product
inditovwards
idual Members begin to work in an orderly manner, appreciating the work put in
by others. They understand and adjust with each other by developing mutual
take precedence over product quality. Accountants may see cost
most imnportant to the organisation's success, while marketing
variety mayas
control,
trust, cooperation and understanding. They move closer to each other: n
shor, it improves human relations.
may regard product.design as most essential. Further, there are managers 3. áter-departmental harmony: According to Fayol, where activities are wel
in time orientation of people. For example, production
more concerned with problems that have to be solved
differences
manager may be
coordinated, each department works in harmmony with the rest. Production.
knows its target; maintenance keeps equipment and tools in good order;
immediately.
ike the members of a research and development team, may be pre-occuni
with problems that will take years to solve. Again, there may be differences
Others, Finance procures necessary funds; Security sees to the protection of goods
and service personnel and all these activities are carried out in a smooth
in formality of structure. Each type of unit in the organisation may hav and systematic manner. Coordination, thus, creates a harmonious balance
different methods and standards for evaluating progress, towards objectives between departments, persons and facilities. This, in turn, helps in meeting
and for rewarding employees. In a production department, for example. the goáls efficiently and effectively.
standards may be quite clearly defined in terms of cost, quality and schedule Key to other functions: The importance of coordination largely lies in the fact
and a control system may exist for precise measurement of these criterione that it is the key to other functions of management like planning, organising,
In the personnel department, however, standards of performance may be staffing, directing and controlling. The different elements ofa plan, the various
quite broadly defined, such as 'upgrading the skills of field personnel'!. parts of an organisation and phases of a controlling operation must all be
coordinated. Coordinating makes planning more purposeful, organisation
Thus, the Capacity, talent and speed of people differ widely. It is, therefore. more well-knit, and control more regulative and effective.
essenti to reconcile differences in approach, timing and effort of various
deparments, with a view to secure unity of action. Principles of Coordination
(v) Independence of units: When a department depends on the activities of other
departments (or units) to carry its own activity, units are said to be inter The various principles of coordination, according to Mary Parker Follet, may be
dependent. In an organisation, various units depend upon one another for listed thus:
their successful functioning. In a restaurant, for example, the waiters, cooks, (i) Priciple of direct contact: In the first principle, Mary Parker Follet states
supervisors and cashiers are independent. To serve the customers, each must that coordination can be achieved by direct contact among the responsible
make his own contribution, in an orderly manner. The chef must cook the people concerned. She believes that coordination can be easily obtained
meal, the waiters must serve the items, and the supervisors must greet the bydirect interpersonal relationships and direct personal communications.
visitors in a systematic manner. All must move in unison, so that customers Such personal contacts bring about agreement on methods, actions, and
are satisfied. The need for coordination increases with an ultimate achievement of objectives. Direct contacts also help wither away
increase in the
interdependence between organisational units. the controversies and misunderstandings. It is based on the principle, that
coordination better achieved through understanding, not by force, order
Significance of Coordination and coefcion.
(iü)) Eary stage: Coordination should start from the very beginning of planning
Coordination is the epitome of managenment. It is
important to the success Ol y process. At the time of policy formulation and objective setting, coordination
enterprise. Ithelps an organisation in the following ways: can be sought from organisational participants. Obviously, when members
1. Ingeases efficiency: are involved in goal-setting, coordination problem is ninety per cent solved.
together. The human Coordination
as well as
pulls all the functions and activites
non-human resources are utilised in a rig It is because participative goal-setting enables agreement and commitment
manner. Activities follow a specific direction. Waste motions, overlapping ad to organisationalgoals and there is no question of conflict and incongruence
duplication of efforts, misuse of resources of goals of individuals and organisations. Coordination, if not initiated in the
enables an organisation to use its resourcesare. thus. prevented. Coordinatio
in an optimun way. The early stages of planning and policy formulation, becomes difficultto exercise
flow through productive resou in the later stages of execution of plans.
channels,
quantity of output. Efficiency paving the way for required,quality and
is, thus, improved. (iii) Reciprocalrelationship: As the third principle, Mary Follet states, that all factors
in asituation are reciprocally related. In other words, all the parts influence
and are influenced by other parts. For example,when Aworks with B and
 Management Principles &
40
Applications Coordination 41

and D each of the four, find themselves

he, in turn, works with C
influenced
by others that is influenced by all the people in the total situation, Foli
contends that this sort offreciprocal relation and this sort of i
5. Regular and timely communication: Personal contact is generally considered
to be the most effective means of commlunication for achieving coordination.
interpenetration
of everý part byevery other part, and again by every other part, as it has bee
Other means of communication such as records., reports, may also be used
inorder to supply timely and accurate in formation to various groups in an
perzDeated by all,should be the goal of all attemptsat coordination organisation. As far as possible, common nomenclature may be used so that
a (iv) Principle of continuity: The fourth principle, advocated by Follet, is that individuals communicate in the 'same language.
coordination is a continuous and never-ending process. It is somethingwhick 6. Sound leadership: According to McFarland, real coordination can be achieved
must goon all the times in the organisation. Further, coordination is involve only through effective leadership. Top management, to this end, must be able
in everyfnanagerial function. to provide (i) a conducive work environment, (ii) proper allocation of work,
(v) Princíple of self-coordination:In addition to the fourprinciples listed by Follet (ii) incentives for good work, etc. It must persuade subordinates, to have
identity of interests and to adopt a common outlook.
above, Brown has emphasised the principle of self-coordination. According
Ao this principle, when a particular department affects other function or
department, it is in turn, affected by the other department or function, This Techniques of Coordination
particular department may not be having control over the other departments
However, if other departments are modified in such a fashion, that it affects Managers use a variety of techniques for achieving coordination. The main ones
the particular department favourably, then self-coordination is said to be include the following:
achieved.For instance, as we know, there must be coordination between the 1. SoundpBanning: Planning is the ideal stage for coordination. Every member
level of production and sales. When the production department alters its total in jhe organisation must understand fully how his job contributes to the
production in such a way, so as to suit the sales capacity of the marketing overall objectives. To this end, objectives must be clearly defined. Policies,
department (even before the marketing department makes request to cut rules, procedures must be stated in precise terms, so that members are able to
down production or to increase production), then self-coordination is said ensure uniformity of action. The various plans must be integrated ultimately,
to have taken place. This,of course, requires effective communication across paving th¹ way for coordination.
the departments. This principle is rarely practised in day-to-day life. Sound and simple organisation: A sound and simple organisation is an
essential condition of coordination. The lines of authority and responsibility
Coordination Process of each individual must also be spelt out. This helps in avoiding inter-personal
conflicts. Related activities must be grouped together and, departments
Achieving effective coordination is a sequential process. It is possible only when created, carefully. These steps willgo along way in facilitating coordination.
the following conditions are fulfilled: 34 Chaiyof conmand: The chain of command states the relationship between
1. Clearly defined and understood objectives: Every individual and each asuperior and a subordinate. Exercise of authority through the chain of
department must understand what is expected of them by the organisation. command or hierarchy is a traditional means of securing coordination. The
Top management must clearly state the objectives for the enterprise, as a various activities are brought under the control of one boss, who has the
whole. As pointed out byTerry. "there must be commonness of purpose, authority to issue orders, instructions and secure compliance. He can resolve
conflicts by exercising his authority. By virtue of his position, a superior is
order to unify efforts". The various plans formulated in the enterprise must able to esolve differences and achieve coordination.
be interrelated and designed to fit together.
2. Proper division of work: The total work must be divided and assigned 4, Effeetive communication: Open and regular interchange of information
individuals in a proper way, Here, it is worth noting the principle, a pa facilitates understanding between individuals and groups among whom
for everything and everything in its coordination is to be achieved. Through effective communication, each and
place'. every person understands hisscope of activity and limits of
functioning. As
3. Good organisation structure: The various horizontal as well as
departments in the organiSa
must be grouped in such a wyay that work moves smoothly from one phase a result of such understanding, one can ensure both
to another. Too much: specialisation may complicate the coordination work. vertical coordination, Modern communication systems, such as computers,
data-processing equipment, facilitate the flow of communication across yarious
4. Clear lines of authority: coordinating
Authority must be delegated in a clear individuals and departments quickly. This helps managers in
individual must know, what is expected of him by his superior(s). Once
wayce various activities, smoothly.
authority is accepted, the subordinate must be made
in his work area. There shouldbe no accountable for resd
room for overlapping of authoiy
wastage of effort(s).
 Management Principles &
42
Applications Coordination 43
5. Speotal coordinators: In an organisation, where an executive finds
osolve the problems of coordination, he can hire aspecialist for little timne
task. Such a person is called'special coordinator or independent doing this to perform effectively. According to Thompson, there are three major orms of
His main taskis to collectinformation regarding problems, analyse
list the yatious options and suggest remedial steps. He can,
inthetegrasame,tor,
thus, shape
interdependence; pooled, sequential and reciprocal. Pooled interdependence means
that each department is part of the organisation and contributes to the common
good, buteach department isrelatively independent because work does not flow
execytve thinking and action along desired lines. between units. State Bank of India branches orWimpy's restaurants, are examples of
6. Solndleadership: Leadership is the ability ofa managerto induce subordin pooled interdependence. They share financialresources from a common pool but do
Ao work with zeal and commitment. Effective leadership ensures coodinat not interact with each other. In sequential interdependence, the output of one unit
of efforts, both at the planning and implementation stage. A good ]ead becomes the input for another, in a sequential manner. The first department must
puts activities onthe right track, and inspires subordinates to pull perform correctly, so that the second department can perform correctly. Coordinating
for the accomplishment of common objectives. He can persuade them together long-linked units requires careful planning by the manager. may be necessary to
adjust their behaviour voluntarily, according to the needs of the situat promote day-to-day communication among plants, so as to identify trouble spots
(voluntary or self-coordination). Through personal contact, he can brio and prevent interdepartmental conflicts. Reciprocal interdependence exists when
about an atmosphere of mutual trust and cooperation within the organisaltion activities flow both ways between units. This form is clearly the most complex.
Whenever required, he can offer incentives to members and thereby, redue For example, hospitals employ resources from several departments (e.g., xray,
conflicts. For instance, profit-sharing is helpful in promoting team-spirit and nursing, surgery, physiotherapy, etc.) to restore a patient's health. Each specialist
cooperation between employers and employees. and department, supplies somne of the resources required to help the patient. Doctors
and professionals from each specialised area meet todiscuss the patient's recovery.
The method of coordination is mental adjustment, achieved through group meetings.
Types of Coordination Designing an organisation to take care of reciprocal interdependence is not an easy
task. Open communication and careful planning are essential. As Hellriegel et al.,
On the basis of scope and flow in an organisation, coordination may be classified remarked, "Because management cannot easily anticipate all customer demands
as internal and external; vertical and horizontal: or solve allthe problems that arise, managers must continually communicate face
1. Internal and externalcoordination: Coordination between the different units to face, to be sure that they understand the nature and scope of the issues and
of an organisation is called'internal coordination'. It involves synchronisation problems and to devise solutions". One useful way to integrate various departments
of the activities and efforts of individuals, in various departments, plants and in an organisation is to view them as interrelated and interconnected parts of an
offices of an organisation. The coordination between an organisation and open 'system'. The systems approach ensures better coordination by considering
its external environment, consisting of government, customers, investors, an organisation as a system, consisting of different sub-systems. The output will be
suppliers, competitors, etc., is known as 'external coordination'., No satisfactory and effective, when the differentiated sub-systems are integrated properly
organisation operates in isolation. In order to survive and succeed, it must through coordination. Because all the parts are interdependent, just like parts in
set its house in order, and interact with outside forces in a friendly way. the human body, the performance of organisation requires proper functioning of
2. Vertical and horizontal coordination: Coordination
allthe sub-systems. When any of the parts is not in order, then the total output is
between different levels affected. Systems approach, thus, enables management to find out the loopholes
of an organisation is called vertical coordination'. It is in the system and instantaneously, rectify the particular sub-part, which is not in
achieved by top
management, through delegation of authority. When coordination is brougnt order. Through feedback and feed-forward control system, an organisation is in
between various positions, at the same level in the organisation (i.e., betwee a position tocheck the functioning of various parts in the organisation. Systems
production, sales, finance, personnel, etc.) it is called horizontal coordination: approach, thus, ensures better coordination.
Horizontal coordination is achieved through mutual
cooperation. consultations
Chapter Summary
Systems Approach to Coordination Coordination is the essence of management. It is through coordination,
The primary reason for managers are able to strike a fine balance between effort, resources and goals
interdependent. They
coordination is that departments and workgroup and deliver results.
outtheir respective depend on each other for information and resources tO Coordination is the cementing force in an organisation because it helps people
activities. The greater the departments, focus on assigned work. sacrificing their own narrow, sectional interests.
the more
coordination, the organisation interdependence between
demands, if departments are to be able Loordination increases efficiency and improves interdepartmental harmony,
leading to achievement of goals smoothly.
 Management Principles R
44

" Avariety of
techniques are pressed into service by managers
Appiin cationg Coordination 45

blend organisationallactivities--such as sound planning, simple order to an entire industry when he founded Burton Snow boards. Annie Withey poured her
structure, effective communication, sound leadership and
special coordinators. appoieorgnanitmsentationof husiness and marketing knowledge into her two famous business ventures: Smart
food and Annie's Home grown. Both products were the result of her passion for
healthful foods made from organic ingredients. As you enter the workforce, you may
Test Questions have ng idea where your career path will lead. You may be asking yourself, "How
uillI fit in?","Where will I live?", "How much willI earn?","Where will my bu_iness
1. Define coordination. Explain the important features of coordination and personal careers evolve as the world continuous to change at such a fast pace?"
Tf vou are feeling nervous because you don't know the answers to these.questions
2. What is coordination? Briefly state the principles and techniguesa vet, relax. A career is a journey, not a single destination. You may have one type
coordination. of career or several. It is likely you will work for several organisations, or you may
3 Briefly,outline the different types of coordination that exist in an organisation nunóne or more businesses of your own. As you ask yourself what you want to do
4. Write short notes on: anä' where you want to be, take a few minutes toput your thoughts in black and
white -carefullyassessing your strengths and weaknesses. (Adapted from Bateman
(i) Coordination vs. Cooperation and Snell, Management)
(i) Principles of Coordination
(ii) Techniques of Coordination Learning exercise: How to save a sinking ship?
(iv) Systems approach to Coordination
5. Explain how coordination helps to increase the
The Scenario NEP
effectiveness of management.
6. "Management involves coordination and integration of all Kishore, is the foDder of a chain of Retail stores-Mega Stores-- all over India.
resources, to
acçomplish specific results". Explain. Mega Stores offered a wide variety of items including groceries, fruits, fashion items,
clothes, electronics, etc.-under one roof at an economical rate. The stores were
7/Coordination is the very essence ofmanagement'. Do you agree? Give reasons. fairly big, brightly lit and attractively designed. The response from customers was
8. 'Coordination is the outcome of
information and cooperation'. Discuss. excellent, compelling the founder to expand recklessly-borrowing left and right
from Banks and Financial Institutions. The initial craze subsided after a while.
Skill Builder: Where you stand now and The profits were quite healthy but the servicing of debt was becoming increasingly
to be? where you want tough and impossible to manage. The losses kept on mounting up, forcing the
Founder to have a rethink about the entire business plan in recent times. They're
Your Job and Your losing money, and Tom's not sure how much longer they can keep the doors open.
Passion-You Can Pursue Both!
Your task
The 21st century offers many
challenges to every one of us, As more firms go
global, as more economies interconnect.
to communication, we and as the Web blasts away Offer a revival plan for the founder of Mega Stores, outlining the steps to be
become boundaries
means that the organizations youmore informed citizens. This taken
and specialized knowledge such work for will require you to interconnectedness
develop both genela
as speaking multiple Case Study: In Search of Greener Pastures
software applications, or
have to develop general understanding details of financial
languages, using Youvàrnowill
and thrive in a management transactions.
skills to foster your ability be self-reliant Rohit joined ABCLid., a heavy engineering unit, having aturnover of about Rs. 20
both types of changing
to
market-place.
the causes or knowledge, you may be able to
And here's the As you
exciting part: expertise
build Crores, in the junior management cadre as a direct recruit. During his tenure with
integrate
activities you care most about. OI, your with the company, Rohit proved to be a dedicated and sincere worker which earned him
you to a new passion. growing
your career adventure may
lead quick promotionsinthe organisation. Hehadmade a mark in whicheverdepartment
he had worked and his departmental heads were happy with his work. After serving
Formerpresi
their dents
management George H. W. Bush and Bill Clinton are l
well knownfor combining
the company for a period of ten years, Rohit felt that there was no scope for further
around
with
skills--running country-with
the world. Together
they
a
their passion for helping people Improvement in his positionand started applying forbetter jobs commensuratewith
his experience. He finally succeeded in gettingajob but his newemployer wanted
HIV/AIDS, and others in need.have raised funds to assist victims, those
Jake Burton disaster
turmed his love of snow sports
into nim to join within one month. To this, Rohit pleaded inability. as he was requiredto
 Management Principles &
46 Applications
companyrles, Howeven
give hree month's notice to his preSent employer, as per and try to redues
he said he would discuss the matter with the personnel manager r
the period to one m
month by payingtwO month's salary in lieu of theerequirednotice.
presentemployer andrequested
Rohit accordingly, submitted his resignation to the personnelmanagerforrelievin
him:departmental
the headto recommendhis case tothe
atter one month. The departmental head, said that he would discuss the matter
him. However, the latter
with the personnel manager and try his best to help turned
down Rohit's request stating that the rules require him to give three month's noti
and that the alternative suggested by Rohit was not acceptable.
When Rohit learnt about the personnel manager's response, he approached his
prospective employer to explain his difficulty, which was beyond his control, and
requested them toextend his joining period to three months. This was acceptedby
them, as a special case.
The dep¡rtmental head took up Rohit's case withthe management and suggested
that /n future, the officers who resigned may be permitted to give one month's
noti e and two months salary in lie ofa furthertwo month's notice, if required,
SOas to ensure against any unnecessary delay in the work of the department, But
the management refused to accept this proposal,stating clearly that the company's
policy cannot be changed.
Questions

1. Did the management take a correct decision in Rohit's case under the
circumstances?
2. What steps should the departmental head take to ensure that officers who
resign do not adopt an indifferent attitude towards their work during the
three month's notice period?
3. If you were in the position of the management, how would you have handled
the situation ?