Coordination is an ambiguous and contested concept. Coordination in the public sector can be seen as the purposeful alignment of tasks and efforts of units in order to achieve a defined goal.
Current reforms and reform movements within the public sector increasingly focus on the importance of coordination. In a public sector inter-organizational context, coordination represents a purposeful alignment of tasks and efforts of public sector units, generally to create greater coherence in policy and to reduce redundancy, lacunae, and contradictions within and between policies. The intention is to make better use of scarce resources, create synergies by bringing together different stakeholders in a particular policy area, and to offer citizens seamless rather than fragmented access to services. Coordination efforts are increasingly introduced to counter fragmentation in the public sector and in public services, allegedly brought about by New Public Management. This results from an increasing awareness that existing specialization in the public sector apparatus is not always fit to handle complex challenges. This includes particular ‘wicked problems’ for which there are no obvious, easily defined or found solutions, and includes challenges such as climate change, unemployment, internal security and safety, crime, homelessness, sustainable healthcare, immigration, drugs and general social cohesion. These issues challenge existing patterns of organization and management; they do not fit easily into the established organizational context, and are constantly framed and reframed. They are unlikely to belong to any one organization, typically overlap organizational borders, and can only be solved by working across them. The intention behind new coordination mechanisms or practices is generally to integrate different public sectors and policy areas to create more coherence, efficiency and steering capacity. The coordination practices come in various shapes and have different labels: Integrated governance, outcome steering, joined-up government, holistic governance, new public governance, networked government, partnerships, connected government, cross-cutting policy, horizontal management, collaborative public management, and whole-of-government. .
Co-ordination through Planning - Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between finance budget and purchases budget. Co-ordination through Organizing - Mooney considers co-ordination as the very essence of organizing. In fact when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind. Co-ordination through Staffing - A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken which will ensure right men on the right job. Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates. Co-ordination through Controlling - Manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals. The course centers around three core concepts transforming contemporary governance: the notions of autonomy, control and coordination are put to scrutiny at different levels of government and in different geographical and organizational contexts. We first focus on the concept of autonomy by examining its meaning on a systemic level, along with its effect on the ability of the government as a whole to set and successfully pursue meaningful goals – that is, on state capacity and its constituent components, administrative and policy capacity. On a lower,...
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