Coordination

Advertising and stock availability must be aligned. In exams read campaign and resource availability together.

Specialisation can create a narrow departmental view. In exams write the need to link expertise with the common goal.

Direct answer: Option B is correct. The continuous nature of coordination does not merely mean that it lasts for a long time. It means that managers must repeatedly adjust and realign efforts whenever activities, information, resources, goals or circumstances change. For example, a change in customer demand may require production, purchasing and marketing to revise their actions together. Option B gives this deeper meaning. Option A is wrong because coordination is needed beyond planning. Option C is wrong because coordination must begin before and during work, not after results alone. Option D is wrong because an annual meeting may help, but coordination is a daily managerial requirement, not merely a meeting agenda. The reasoning is: changing situation → changed tasks or priorities → renewed alignment → continued coordination. Memory cue: coordination is not a one-time arrangement; it is repeated adjustment.

Admission and nursing activities are interdependent. In exams connect delay in patient service with lack of coordination.

In conscious coordination the manager deliberately aligns roles and time. In exams do not treat chance as coordination.

Policy meaning should be common across levels. In exams connect policy interpretation with vertical coordination.

Interdependent activities affect one another. In exams connect dependence with need for harmony.

Design changes affect cost estimates. In exams connect technical changes with financial coordination.

Controlling shows the gap between target and result. In exams treat deviation as a signal to improve coordination.

As size increases many units become harder to integrate. In exams connect size with complexity and coordination.

Priority alignment is necessary between complaint handling and technical resolution. In exams link service delay with lack of coordination.

Demand-based resource alignment increases efficiency. In exams connect efficiency with saving time and resources.

Coordination balances different departmental interests. In exams identify conflict between finance and sales goals.

Examination needs timely alignment of many activities. In exam cases related to education look for schedule coordination.

A new product requires strategic harmony among many key functions. In exams connect product launch with high-level coordination.

Direct answer: Option C is correct. When coordination is absent, departments may not know who is responsible for a task or what another department is doing. As a result, two departments may perform the same task, buy the same materials or prepare duplicate reports. This duplication uses extra time, labour and money without creating an additional useful result, so resources are wasted. Option C states this strongest causal link. Option A is wrong because more communication normally helps reduce waste rather than reducing resource use in a harmful sense. Option B is wrong because common goals guide resources; they do not block them. Option D is wrong because clear roles reduce confusion, not increase it. Reasoning: no coordination → unclear or overlapping duties → repeated work → wasted resources. Exam cue: duplication is a direct cause of wastage.

Directing strengthens coordination by motivating and guiding people. In exams connect leadership and communication.

Design change affects material and execution. In exams identify cross-functional dependence in projects.

Common standards give one direction to different activities. In exams connect standards with both controlling and coordination.

Meetings and common deadlines are deliberate tools of harmony. In exams identify active managerial effort.

Departmental goals can weaken the overall goal when separated. In exams observe the relation between parts and the whole goal.

Dynamic coordination changes harmony according to changing situations. In exams connect market change with dynamism.

Customer feedback should be linked with product improvement. In exams treat feedback flow as an important part of coordination.

Coordination links separate components for a common result. In exams treat integrating nature as the central idea.

Direct answer: Option B is correct. Departmental ego means that a department thinks only its own interests matter, while withholding information prevents other departments from making informed decisions. Together, these behaviours create mistrust, delay, conflict and disconnected work, so they are clear barriers to coordination. Step by step: each department protects its own position; useful information is not shared; other departments make incomplete plans; activities clash or are repeated; the common objective suffers. Option A is wrong because a common objective and open dialogue normally support coordination. Option B is correct because it directly describes attitudes and actions that block integration. Option C is wrong because clear authority and responsibility usually reduce confusion and help coordination. Option D is wrong because regular progress review identifies problems and improves alignment. In an exam, distinguish barriers from coordination tools or favourable conditions. Memory cue: ego plus hidden information breaks teamwork.