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Interdepartmental Coordination in Public Sector: Myth or Reality
Chandra B. P. Singh
Indian Journal of Industrial Relations
Vol. 27, No. 2 (Oct., 1991), pp. 52-62
Stable URL: http://www.jstor.org/stable/27767193
Page Count: 11
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The paper probes the bases of coordination and its salient features in the public sector. Five departments, which were either central or supportive in the target realization, were included in the study. 132 managers were interviewed to probe the perceptual base of coordination. Results showed a bilateral relationship between production and maintenance and between personnel and finance. Remaining subunits had asymmetrical relationship suggesting that some of the departments perceived high need for contacts but had low frequency of interaction with others and vice-versa. Departments had less symbiotic character and suffered more from ego-problems. Reluctant interdependence was more visible in the organisation.
Indian Journal of Industrial Relations © 1991 Shri Ram Centre for Industrial Relations and Human Resources