“Coordination, therefore, is the orderly arrangement of group efforts, to provide unity of action in the pursuit of a common purpose. As coordination is the all inclusive principle of organization it must have its own principle and foundation in authority, or the supreme coordination power. Always, in every form of organization, this supreme authority must rest somewhere, else there would be no directive for any coordinated effort.”

—  James D. Mooney

Source: The Principles of Organization, 1947, p. 6

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James D. Mooney photo
James D. Mooney 36
American businessman 1884–1957

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“As coordination is the all-inclusive principle of organization, it must have its own principle and foundation in Authority, or the supreme coordinating power. Always, in every form of organization, this supreme coordinating authority must rest somewhere, else there would be no directive for any truly coordinated effort. The term authority as here used need imply nothing of autocracy.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

“The supreme coordinating authority must rest somewhere and in some form in every organization, else there could be no such thing as organized.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

“It is sufficient here to observe that the supreme coordinating authority must be anterior to leadership in logical order, for it is this coordinating force which makes the organization. Leadership, on the other hand, always presupposes the organization. There can be no leader without something to lead.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 21

“As coordination contains all the principles of organization, it likewise expresses all the purposes of organization, in so far as these purposes relate to its internal structure. To avoid confusion we must keep in mind that there are always two objectives of organization, the internal and the external. The latter may be anything, according to the purpose or interest that calls the group together, but the internal objective is coordinative always.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

Herbert A. Simon photo

“Organizations are systems of coordinated action among individuals and groups whose preferences, information, interests, or knowledge differ. Organization theories describe the delicate conversion of conflict into cooperation, the mobilization of resources, and the coordination of effort that facilitate the joint survival of an organization and its members.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

Simon (1993. p. 2); Cited in Mario Catalani, ‎Giuseppe F. Clerico (1996) Decision making structures. p. 1.
1980s and later

“Organization begins when people, even if they be only two or more, combine their efforts for a given purpose. We have shown this by the simple illustration of two people uniting their efforts to lift and move some weighty object. This combination, however, is not the first principle of organization. It is only an illustration of organization itself. To find the first principle, let us carry the illustration a step further. The efforts of these two lifters must be coordinated, which means that they must act together. If first one lifted, and then the other, there would be no unity of action, and hence no true organization of effort. Here then we find the first principles of organization.
The next thing to do in order to explain is what we mean when we call coordination the first principle. We mean that this term expresses the principles of organization in toto; nothing less. This does not mean that there are no subordinated principles; it simply means that all the others are contained in this one of co-ordination. The others are simply the principles through which co-ordination operates, and thus becomes effective.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 19

“The scalar principle is the same form in organization that is sometimes called hierarchical. But, to avoid all definitional variants, scalar is here preferred. A scale means a series of steps, something graded. In organization it means the grading of duties, not according to different functions, for this involves another principle of organization, but according to degrees of authority and corresponding responsibility. For convenience we shall call this phenomenon of organization the scalar chain. The common impression regards this scale or chain merely as a "type" of organization, characteristic only of the vaster institutions of government, army, church, and industry. This impression is erroneous. It is likewise misleading, for it seems to imply that the scalar chain in organization lacks universality. These great organizations differ from others only in that the chain is longer. The truth is that wherever we find an organization even of two people, related as superior and subordinate, we have the scalar principle. This chain constitutes the universal process of coordination, through which the supreme coordinating authority becomes effective throughout the entire structure.”

James D. Mooney (1884–1957) American businessman

Source: The Principles of Organization, 1947, p. 94-95; as cited in: Albert Lepawsky (1949), Administration, p. 251-252

Henri Fayol photo

“coordination of all efforts towards the overall goal;”

Henri Fayol (1841–1925) Developer of Fayolism

L’exposé des principes généraux d’administration, 1908

“It is in the development of further administrative coordination that we must come to political scientists for aid. We ask that you apply to the field of economic administration the technique of analysis and principles of organization which you have developed in the study of administrative organization in the form of the state.”

Gardiner C. Means (1896–1988) American economist

Source: "The Distribution of Control and Responsibility in a Modern Economy", 1935, p. 64

Richard Rumelt photo

“A strategy coordinates action to address a specific challenge. It is not defined by the pay grade of the person authorizing the action.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 92

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