Available Online at http://iassr.org/journal
2013 (c) EJRE published by
International Association of Social Science Research - IASSR
ISSN: 2147-6284
European Journal of Research on Education, 2014, Special Issue: Contemporary Studies
in Social Science, 56-59
European
Journal of
Research on
Education
Organizational justice in coordination process
Bertan Akyol a *
PhD, Çanakkale Onsekiz Mart University, School of Foreign Languages, Çanakkale 17100, Turkey
a
Abstract
One of the essential functions of the management processes is coordination. The most general sense of the co-ordination is cooperation system. To articulate, coordination is to ensure organization's harmony and cooperation between regular and ongoing
objectives, activities, members and individuals (Genç, 2008). As seen in Fayol’s definition, coordination is defined as "an
organization's harmonizing all activities to make work easier and become successful" (Mucuk, 2006). According to Ilgar (2005),
coordination is all the necessary measures to be taken to complement each other of an organization's services and activities in the
same time. Coordination is the way of harmonizing and aligning employees' efforts to reach business' aims. In other words,
coordination is providing cooperation and harmony among workers and ensuring to perform more effectively with the most
convenient and most appropriate equipment (Tengilimoğlu et al, 2009). Coordination refers to the quality of cooperation between
departments in the organization. Whether the quality is in high level, conflict between departments will be reduced, cooperation
and decency level will be increased and the coordination will occur in that extend (Eren, 2010).
© 2014 European Journal of Research on Education by IASSR.
Keywords: Organizational justice, coordination, administrator, employee;
1. Introduction
One of the essential functions of the management processes is coordination. The most general sense of the coordination is co-operation system. To articulate, coordination is to ensure organization's harmony and cooperation
between regular and ongoing objectives, activities, members and individuals (Genç, 2008).
As seen in Fayol’s definition, coordination is defined as "an organization's harmonizing all activities to make
work easier and become successful" (Mucuk, 2006).
According to Ilgar (2005), coordination is all the necessary measures to be taken to complement each other of an
organization's services and activities in the same time.
Coordination is the way of harmonizing and aligning employees' efforts to reach business' aims. In other words,
coordination is providing cooperation and harmony among workers and ensuring to perform more effectively with
the most convenient and most appropriate equipment (Tengilimoğlu et al, 2009).
Coordination refers to the quality of cooperation between departments in the organization. Whether the quality is
in high level, conflict between departments will be reduced, cooperation and decency level will be increased and the
coordination will occur in that extend (Eren, 2010).
2. Importance of Justice in Coordination Process
Dinçer and Fidan (2009) define coordination by this means: “Coordination is a function that combines efforts of
people coming one after another and nested integrations to perform the necessary cooperation by the most suitable
* E-mail address: [email protected]
Bertan Akyol
environment, time, employee and equipment in order to reach a common goal. An institution or organization gains
its quality of being effective organization by coordination. Whether an organization's coordination is weak, it loses
its existence and power in that extend. In such a case, the organization has no more meaning than a worthless stack
and production factors (Şimşek and Çelik, 2009).
Coordination requires considering the effects of technical, commercial, financial and similar organizational
activities on each other and other organizational parts. The aim of this is to make the difference between more and
less important ones, provide justice to all and reconcile income to expenses and production to sales.
Coordination prevents confusion in the organization, ensures the implementation of the rules as shown in the
policy that makes agreements and reconciliation easier, improves interpersonal relationships and speeds up the
solution of problems (Sabuncuoğlu and Tokol, 2005).
Manager's fair attitudes have great importance in fulfilling the process of coordination. Employees' working with
each other in coordination is successfully fulfilled by providing the equality in reward-punishment distribution and
promotion. Employees' efforts to achieve pre-determined goals are constantly monitored and compared by other
employees. In this competitive environment, on the condition of how fair the organizational outcomes’ distribution
in employees is, management will be that much successful in coordination of employees.
Coordination is to ensure works and aims to complement each other and coincide activities. Coordination is to
plan organization's all activities to the same aim to make work easier and become successful. As organizations grow,
coordination becomes more important. It can be possible to bring together the administrative actions of the various
departments in a compatible format and direct them toward organizational objectives owing to coordination. For this
reason, coordination is harmonizing the related units to achieve a specific aim (Tutar, 2005). This harmony can be
provided by equality of distributions within the organization, the decision-makers' fair criteria and managers’ fair
interact with employees.
The organizational activities are possible to be fulfilled by employees by a fair and impartial process of
coordination that management transmit. In an organization that employees get used to work and fulfil their duties in
an effective coordination system, it is quite possible to see the dominance of justice. These studies indicate that the
climate of organization has a long history although climate of justice studies and the researches about it do not. It
has found that organizational climate affects employees' job satisfaction in the first studies in the field. When
organizational and sub-system climates' have effect on employees performances, organizational justice researchers
have recently begun to study the justice climate. Mossholder, Bernalt and Martin (1998) investigated the
relationship between climate and organizational justice in group size. According to the results, it has been found out
that procedural justice has an effect on organization climate when employees assess the scope of work. According to
the results of this research, procedural justice climate leads to differentiation in job satisfaction and existing bond.
The process justice's climate was found to be in interaction with group performance and job continuousness by a
study of Colquitt, Noe and Jackson (2002). Specifically, it is obvious that where the climate's strength level is high,
these kinds of outcomes are affected in a positive way. As well as procedural justice, other justice dimensions’’
relationship with organizational climate is also studied. It has been set out both procedural and interactional justice
revealed inexperienced negative behaviours
The main principles of coordination are listed as follows; (Öztürk, 2003):
Invariability principle: Coordination shows invariability. It can also be defined as the process of solving
coordination problems. There will be constant problems because organs are dynamic organizations. Perhaps
coordination is required for this. According to this situation, ensuring invariability of coordination will increase the
efficiency.
Response principle: Activities in organizations affect almost all parts.
Priority principle: A list of priorities should be made through pre-calculating the contribution of coordination on
organization’s efficiency. Then coordination must be done accordingly.
Dialog principle: It is hard to ensure cooperation and coordination unless employees do not tell their thought of
a particular problem, unless do not know their behaviours and actions; unless do not comprehend their own
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Organizational justice in coordination process
behaviours and efforts' impact to others. Ensuring and strengthening the dialogue between people have an important
function in solving problems. Coordination also uses this tool.
Coordination involves combination of material and human resources of the organization, settling knowledge and
skills and the actions uses these ways to achieve the aims. In other words coordination is a process to perform
contributions of available human, material and resources for a specific purpose (Demirtaş and Güneş, 2002). Thanks
to coordination, organizational forces separated by division of labour try to achieve organization's aims by providing
the integration vertically and horizontally (Başaran, 2008). The contribution of a fair coordination management that
reflects on employees' behaviours positively in the meaning of employee behaviour is undeniable. It has been seen
that employees encounter fair practices and in the coordination process it is important to see equal attitudes by their
managers for their job satisfaction, commitment, trust when organizational justice researches are examined. From
this perspective, generally organizational justice research focuses on two topics. First, employees’ responses on
incomes or outcomes, second, acquiring the process of how they obtain the outcomes. However, in recent years,
researchers focus on acquiring the outcomes and perception of justice between employee and manager in the process
of reaching decisions on these outcomes.
Coordination can be provided by a variety of methods. Coordination control methods can be collected in six
groups. These are listed below (Genç, 2008);
Hierarchically coordination: It can be understood as an upper echelon manager's use of his/her powers to make
his/her employees work compatibly with each other to make coordination.
Convincing coordination: Employees are convinced or induced instead of using power or authority to make
employee work.
Coordination through committee: Coordination is ensured by a committee of managers instead of a single
manager. As such coordination has a benefit as softening authoritative managements in the other hand it has
drawbacks such as loss of time and resources.
Horizontal coordination: Coordination among departments in an organization at the same level is called
horizontal coordination; coordination between upper and subordinates in an organization is called vertical
coordination.
Structural coordination: While establishing organizations, it is favourable to ensure a task-related coordination
that employees use to fulfil their duties.
Inner and external coordination: It is coordination among units within an organization. External coordination is
managed with different organizations.
3. Conclusion
As we can see, coordination has an important role in management processes. Management is a team work and the
manager must reach specific aims with a specific team. It is inevitable to engage from teamwork. Coordination is the
basis of team work. The manager uses coordination to combine employee activities for a specific aim. As this
process is a necessary tool in management processes to manage both organizational hierarchy and organizational
aims, the managers are in need of establishing the justice perception for the employees during the application of
coordination activities.
References
Başaran, İbrahim Ethem (2008). Türk Eğitim Sistemi ve Okul Yönetimi, Ekinoks Yayınevi, Ankara.
Colquitt, Jason. A.; Noe, R. A.; Jackson, C. L. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel
Psychology, 55: 83–109.
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Dinçer, Ömer; Yahya Fidan (2009). İşletme Yönetimine Giriş, 7. Baskı, Alfa Yayıncılık, İstanbul.
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Bertan Akyol
Eren, Erol (2010). Yönetim ve Organizasyon, ( Çağdaş ve Küresel Yaklaşımlar), Beta, İstanbul.
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Organizational justice in coordination process