The Coordination of Work
If subdivision of work is inescapable，coordination becomes mandatory.There is，however，no one way to coordination.Experience shows that it may be achieved in two primary ways.These are:
1.By organization，that is，by interrelating the subdivisions of work by allotting them to men who are placed in a structure of authority，so that the work may be coordinated by orders of superiors to subordinates，reaching from the top to the bottom of the entire enterprise.
2.By the dominance of an idea，that is，the development of intelligent singleness of purpose in the minds and wills of those who are working together as a group，so that each worker will of his own accord fit his task into the whole with skill and enthusiasm.
These two principles of coordination are not mutually exclusive，in fact，no enterprise is really effective without the extensive utilization of both.
Size and time are the great limiting factors in the development of coordination.In a small project，the problem is not difficult;the structure of authority is simple，and the central purpose is real to every worker.In a large complicated enterprise，the organization becomes involved，the lines of authority tangled，and there is danger that the workers will forget that there is any central purpose，and so devote their best energies only to their own individual advancement and advantage.
The interrelated elements of time and habit are extraordinarily important in coordination.Man is a creature of habit.When an enterprise is built up gradually from small beginnings，the staff can be“broken in”step by step.And when difficulties develop，they can be ironed out，and the new method followed from that point on as a matter of habit，with the knowledge that that particular difficulty will not develop again.Routines may even be mastered by drill as they are in the army.When，however，a large new enterprise must be set up or altered overnight，then the real difficulties of coordination make their appearance.The factor of habit，which is thus an important foundation of coordination when time is available，becomes a serious handicap when time is not available，that is，when change rules.The question of coordination therefore must be approached with different emphasis in small and in large enterprises;in simple and in complex situations;in stable and in new or changing organizations.
Coordination Through Organization．Organization as a way of coordination requires the establishment of a system of authority whereby the central purpose or objective of an enterprise is translated into reality through the combined efforts of many specialists，each working in his own field at a particular time，and place.(https://www.daowen.com)
It is clear from long experience in human affairs，that such a structure of authority requires not only many men at work in many places at selected times，but also a single directing executive authority.The problem of organization thus becomes the problem of building up between the executive at the center and the subdivisions of work on the periphery an effective network of communication and control.
The following outline may serve further to define the problem:
First Step:Define the job to be done，such as the furnishing of pure water to all of the people and industries within a given area at the lowest possible cost;
Second Step:Provide a director to see that the objective is realized;
Third Step:Determine the nature and number of individualized and specialized work units into which the job will have to be divided.As has been seen above，this subdivision depends partly upon the size of the job(no ultimate subdivision can generally be so small as to require less than the full time of one worker)and upon the status of technological and social development at a given time;
Fourth Step:Establish and perfect the structure of authority between the director and the ultimate work subdivisions.
It is this fourth step that is the central concern of the theory of organization.It is the function of this organization(Fourth Step)to enable the director(Second Step)to coordinate and energize all of the subdivisions of work(Third Step)so that the major objective(First Step)may be achieved efficiently.