1. chapter 6 Coordination of Resources, Programs, and Services

2. Organizational Integration This chapter addresses the issue of coordination both within an organization and across organizations. Structural integration is the process of coordinating organizational tasks, roles, functions, and units so they work effectively together.

3. Coordination Coordination is needed when tasks or units are highly interdependent. Coordination helps to –achieve consistency for staff and customers, –ensure fairness and equity, and –avoid duplication of efforts or unnecessary internal competition.

4. University Campus Recreation Organization

5. Structures Used to Coordinate Internally Vertical coordination Horizontal coordination Both vertical and horizontal coordination place high premiums on effective communication down, up, and across the organizational chart.

6. Vertical Coordination Vertical coordination focuses on the use of formal systems of control. Vertical coordination is typified by the use of the following: –Organizational hierarchies and authority –Policies, procedures, rules, and standards –Accountability systems

7. Organizational Hierarchies and Authority Structures of authority are a principal way of achieving integration and coordination. Coordination is achieved through a tightly coupled system with a clear hierarchy of authority. (continued)

8. Organizational Hierarchies and Authority (continued) Individuals have little room for decision making. Leadership has the authority to –make rules, –allocate resources, –control access to information, –reward individual and team performance, and –mete out punishment and discipline. (continued)

9. Organizational Hierarchies and Authority (continued) The authority-based systems are able to achieve integration; however, management theory questions whether this is done at the expense of employees. The waste of human capital is also raised as an issue.

10. Policies, Procedures, Rules, and Standards Policies, rules, and standards limit the discretion and guide organizational practices. Policies can be formal or informal. Procedures are specific actions that in many cases help carry out policy. Rules are developed to govern behavior, and they flow from policies and procedures. (continued)

11. Policies, Procedures, Rules, and Standards (continued) Standards are measures that help gauge quality and help to determine when an organizational goal has been accomplished. Standards help ensure that both services and people measure up to the quality expected by the organization.

12. Accountability Systems A variety of definitions exist for accountability. These definitions commonly refer to –the responsibility that organizations or individuals have for their actions and –the responsibility they have to explain or justify their decisions to stakeholders. (continued)

13. Accountability Systems (continued) Two types of planning and control systems are action planning and performance control. Action planning is used when specific work processes are undertaken to achieve a work objective not easily measured. Performance control tends to be used when –objectives are more easily measured, –there are multiple methods of achieving objectives, or –the methods taken to achieve objectives are best left to individual employees.

14. Management by Objectives (MBO) MBO is an example of a performance control system where managers and supervisors jointly meet to set objectives and evaluate results. MBO is designed to keep people focused on the goals of their units while still taking into account larger organizational objectives.

15. Horizontal Coordination Horizontal coordination focuses on lateral techniques to achieve integration and coordination across the organizational chart. Horizontal coordination typically includes the following: –Meetings and direct contact –Teams and task forces –Integrating roles or coordinating units –Electronic networks

16. Meetings and Direct Contact Regular meetings are used for discussing goals and progress, assigning responsibilities, and addressing issues or concerns relevant to the group. (continued)

17. Meetings and Direct Contact (continued) The positives include regular interaction, connection to what you and others are doing, and development of personal connections. The downside includes the waste of time and organizational resources.

18. Effective Meeting Checklist Identify a purpose and set clear objectives. Create and distribute an agenda in advance. Invite the right people and the right number of people. Set the ground rules. Clarify the action steps and responsibilities. Follow up and follow through promptly!

19. Teams and Task Forces Teams have more permanence than task forces, which tend to be more singular in purpose. Teams and task forces should be goal oriented. They should exist for a specific purpose and to achieve specific ends.

20. Integrating Roles and Coordinating Units One way to address coordination is through the creation of integrating or coordinating units in an organization. A coordinating unit may be created to deal with bookings and the use of facilities in a multiple-user recreation environment.

21. Electronic Networks Much of what has been discussed previously can be retooled with the use of technology. The following slide provides an example of how this can occur. (continued)

22. Electronic Networks (continued) Used with permission of the University of New Hampshire.

23. External Organizational Coordination Collaborations among organizations outside of leisure services agency: 1.Partnerships 2.Collaborations 3.Alliances

24. Partnership Matrix Adapted with permission from La Piana Associates, Inc.

25. Benefits of Collaboration Gaining access to new resources Creating synergy Avoiding duplication Enhancing efficiency through flex structures Meeting the needs of customers Enhancing specialized expertise Building and developing community Enhancing organizational prestige