If the employees are able to function on their own, things might be al-right at first. Importance of Span of Control or Supervision : How many subordinates can a manager supervise or control directly? The span-of-control discussed later, makes it necessary to add more management layers for better control of resources and inter-organizational interactions. At first, everything still seems to be okay. It thus influences the span of management. Span of control of the average manager in an organization determines the width of the organization, as seen when viewing the organizational chart.
Lance's attitudes suggest that he is strongly influenced by the ideas of: Management at Hottie potatee, a nationwide potato bar chain, believes that its customers value a predictable and consistent level of service and quailty. Quality of Plans determine span of supervision: Span of supervision is also affected by how carefully the plans are prepared. The table below demonstrates the relationship between the span of control, hierarchy and total number of employees size. Wide span of control is best suited when the employees are not widely scattered geographically, as it is easy for managers to be in touch with the subordinates and to supervise them. The supervisor can rely on the performance of the workers and he need not guide them time and again once instructions are issued to them. Also it depends upon the external environment like opportunities outside vs resolution. A lower number of reports per manager results in a taller organizational structure, and more management direction and input.
The span of control is influenced mostly by the effectiveness of the control methods and instruments used by the boss. But the persons with whom he may come in personal contact may not be more than 2 or 3 dozens. Also, the subordinates feel relaxed and develop their independent spirits in a free work environment, where the strict supervision is absent. More direct reports often means more human resource issues and problems for the manager, and it can take a lot of effort off the project doing staff reviews, assessments or involved in staff performance improvement activities. Hence for a manger, they represent 2 different set of problems and not one. Above and beyond, since knowledge of a person is limited to certain areas, it may be factor to determine the span of control as well. A multilevel model of organizational flexibility is developed, based on ideas from existing literature.
Fewer reports to the average manager will result in a taller organizational chart, with more management positions relative to the number of individual contributors. The larger the span of control the more difficult it can be to manage activities especially if there are junior staff or staff new to the project. Clear-cut and precise authority-responsibility, planned performance standards, standing operating procedures, standard methods, good budgets, etc. It will be all the more so when the manager lacks in ability to communicate properly and effectively. It is easier for a manager to supervise a large group of such employees, because everyone knows what is expected of them.
Classical theorists advocate one narrow span of control. This gives rise to a tall organizational structure. Modern management experts believe in the general character of the span of control and they point out that the actual span of control cannot be rigid and universal. I am a Professional with a high creative capability based on Business, Management, Financial Accounting, Management Accounting, Finance, Management Consulting and Computer programming background. I write professional articles on the aforementioned subjects including Software Engineering. Availability of Staff Assistance: When an organization is equipped with staff services, subordinates, as a result, gain much of their guidance on methods, schedules and personnel problems from staff experts and, thus, require fewer contacts with line managers.
When one is larger or smaller than the other, problems arise in leadership method, employee instruction and teamwork. It suggests how the relations are designed between a superior and a subordinate in an organization. Subordinates typically conduct more than one type of work. In any case, the nature of organisation's core business Can equally determine span of control. There is a close relation between delegation and span of control. Other Factors Governing the Span of Control in Practice are: Time available for supervision, degree of decentralisation and delegation higher degree, greater span and control practices. Hence, the span to a great extent varies on the availability of time for supervision.
They still require a lot of supervision and instruction and need to be monitored frequently by their managers. There is more flexibility, prompt decision making, effective communication between higher level and lower level management, and improved customer interaction in case of wide span of management. Olaf Hi Olaf, It's not clear in what context this is formulated but it seems to suggest that leaders performance is lesser impacted with addition of more employees. Span of control in management has implications for work flow and influences directly the number of subordinates who are assigned to be working under a manager or a supervisor. Thus, it would be very expensive in terms of the salaries to be paid to each senior. The findings reveal that span of control relationships among organizational personnel s Also known as span of control, is a very important concept of organizing function of management. Compound tasks are primarily intended for inexperienced employees just starting out.
The span of control will be narrow in such cases. If a man divides the whole of his work into two branches and delegates his responsibility freely and properly to two experienced heads of branches, he will not have enough to do. As such, the supervisors at the lower levels of organization can supervise the work of a large number of subordinates. Geographic contiguity of functions supervised by the manager, therefore, operates to reduce his span of control. Shorter span is necessary at higher levels of management and when close control is required.