This is because the optimum span of control depends on numerous variables including organizational structure, available technology, the functions being performed, and the competencies of the manager as well as staff. A tall organizational structure has a shorter span of control whereas a flat organizational structure has a larger span of control. Where are our managers dangerously overstretched? You can also find us on and. Therefore it is very important. That classic in the management literature was edited by Luther Gulick and Lyndall F. One of the primary drivers of composition should be to find a group of talented individuals who will challenge you, stretch you, and develop you.
These managers need seasoning before they can efficiently manage a wide span of employees. Compromise has its place, but not where matters of talent are concerned. Training of the manager 2. Leaders who choose to operate without trust do so at great risk. The more efficient and organized the managers are in performing their tasks, the better it is to have wide span of management for such organization.
This paradox also questions the feasibility of horizontal organizations when the internal factors demand smaller span-of-control. Every situation needs to be assessed individually based on factors that determine the span of control. I have little patience for leaders who complain about talent. Narrow Span of management means a single manager or supervisor oversees few subordinates. You also need to consider the proportion of time you spend externally. Technological advancement such as mobile phones, mails, etc.
What are your success factors for good leadership in relation to the number of employees you have to manage? The following table demonstrates Graicunas formulation of span of control, its minimum and maximum cases and it also shows that relationship complexity increases tremendously as 5 th or 6 th subordinate is added. It thus influences the span of management. In both cases, span of control is present to properly manage all layers of the organisation. As information technology was developed capable of easing many tasks — tasks like collecting, manipulating and presenting operational information — upper managers found they could hire fewer middle managers to do more work managing more subordinates for less money. . An example of boundary spanning can be seen in the teen fashion company Genesco Inc who hire people of the same age as the target market to provide first hand intelligence of what the consumer wants.
If a manager clearly delegates his authority and defines it fully, he requires less time to devote to manage his subordinates because most of the actions will be taken by the subordinates on their own. They still require a lot of supervision and instruction and need to be monitored frequently by their managers. Now this starts to get interesting — but what impact might these different spans of control have? Management is the process of getting activities completed efficiently and effectively with and through other people. Shorter span is necessary at higher levels of management and when close control is required. Urwick, published by Columbia University's Institute of Public Adminstration in 1937. So, the limited energy with which one can do things will also affect span of control. The supervisor spends a lot of time guiding the employee.
The total number of relationships would increase by 56, going from 44 to 100. Span of control determines the structure of an organization, a narrow span of control results in hierarchal organization while broad span of control leads to flat structure. Remember, time is a finite commodity, and once a moment in time has passed it is gone forever. Similarly, changes in subordinates make a span narrower. On the other hand, Lawrence and Ama 2005 in essential of business management, observed that an organization can be formed by certain goals. Span of control also depends on the availability of time for reflection and supervision.
Further, the attitudes and personality factors of the manager also determine his span of management. So the next question is often: What is the average span of control per department? If we were to set a minimum span of control, how many people would be affected? The second situation involves a manager who is used to leading a team of about five employees. Given a choice, the management will always tend to choose more control; it gives them the confidence and power. Following of such factors: 1. Such managers may enjoy a hands-on approach or may feel uncomfortable delegating authority.
This is indeed very interesting suggestion and requires some analysis. The situation becomes more complicated for the manager when the majority of the 20 employees are not able to function independently. Span of control describes how many subordinates a manager directly supervises. Hence both technology and size are interrelated and influence the structure of the organization. This article discusses about the factors that help to determine the span of management.