Span of control
Span of control has been the subject of much attention of early authors dealing with management. Although there was no consistent view as to the number of persons employed, most authors was in favor of small-range typically not exceeding six direct reports-in order to be able to keep tight control over them. Some authors concluded, however, that situational variable in this case is a management level. They argued that as head of the organization, is promoted to higher management level, he has to do with an increasing number of problems of ambiguous structure. With this assumption they conclude that senior managers should have less span of control than mid-level managers.
Span of control is the number of subordinates under one manager. There are two types:
- the potential span of control - is the number of subordinates whose work one superior in a given situation could effectively control. Typically, potential span of control varies from a few to a dozen people (average being 7 people),
- actual span of control - specifies the number of subordinates whose work he actually manages within his organizational unit.
Factors determining span of control
The potential span of control depends on many factors, among others. the nature of the tasks performed by a team, sharing of management duties, the scope of delegation, management style, personal characteristics of superiors and subordinates, equipment, technical means of work, etc. In general, the principle of span of control states that managers should assign an appropriate span of control in specific situation. Once it was thought that this number is approximately 7. However, you can easily see that sometimes span of control is too small and too large, but not necessarily the optimum number is 7, e.g. in research laboratory producing complex products there is relatively small number of subordinates under one manager. In such organization, it is necessary to have easy access to the manager for a longer discussion of the issues. While at the factory for mass production and specialized tasks manager can effectively guide more than 20 employees, if they perform similar tasks, and their performance is easy to measure. Generally speaking, acceptable span of control decreases in:
- hard-to-predict task requirements,
- greater freedom of decision granted to subordinates,
- greater responsibility;,
- lesser measurability of results,
- greater task interdependence between subordinates.
To other situational variables are:
- similarity of tasks,
- the complexity of duties,
- the physical proximity of employees,
- the extent to which there are standard procedures,
- the degree of sophistication of management information system,
- strength of the value system in the organization
- preferred management style.
See also:
Examples of Span of control
- The span of control in a manufacturing environment might be one supervisor to every 10-15 employees.
- The span of control in a retail environment may be one store manager to every 4-6 sales associates.
- The span of control in a project-based organization such as a software development team might be one team leader to every 3-4 developers.
- The span of control in a hospital setting might be one nurse to every 5-7 patients.
- The span of control in a customer service organization might be one supervisor to every 15-20 customer service representatives.
Advantages of Span of control
Span of control is the number of subordinates that a supervisor directly manages. It is an important element of organizational structure, as it defines the relationships between the different levels of management. There are several advantages to having an appropriate span of control, including efficiency, lower costs, improved communication, and better-motivated employees.
- Efficiency - Having an appropriate span of control can increase efficiency, as less time is spent on managerial tasks that involve a large number of subordinates. Furthermore, fewer subordinates to manage can make it easier for a supervisor to keep track of the progress of tasks and development of individual employees.
- Lower Costs - A narrow span of control can reduce costs in a number of ways, including reduced personnel, fewer support staff, and less need for supervision.
- Improved Communication - With a narrow span of control, it is easier for supervisors to communicate with their subordinates and provide them with feedback. This can lead to better performance, as employees feel more engaged and motivated.
- Better-Motivated Employees - With a narrow span of control, supervisors are able to give more individual attention to their subordinates and can ensure that employees are properly motivated. This can lead to increased employee engagement and improved productivity.
Limitations of Span of control
- One limitation of span of control is that it can be difficult to manage a large number of subordinates. This is especially true when the subordinates are in different locations or have different responsibilities. Therefore, it is important to have a smaller span of control in order to maintain control and ensure that each subordinate is doing the right thing.
- Another limitation of span of control is that it can be difficult to give each subordinate the required attention. This is because the manager is spread too thin across multiple subordinates. Therefore, it is important to have a smaller span of control in order to ensure that each subordinate is receiving the necessary attention and direction.
- A third limitation of span of control is that it can lead to a lack of communication and collaboration between employees. This is because there is less of an opportunity for employees to interact with each other and share ideas when there are too many subordinates for a single manager to manage. Therefore, it is important to have a smaller span of control in order to ensure that employees are able to communicate and collaborate effectively.
- Finally, a fourth limitation of span of control is that it can lead to a lack of delegation and ownership. This is because the manager is unable to delegate tasks or responsibilities to subordinates if there are too many subordinates for a single manager to manage. Therefore, it is important to have a smaller span of control in order to ensure that tasks and responsibilities are delegated and that employees have a sense of ownership.
- One approach to span of control has been the focus of much attention from early management theorists. While there is no universal agreement as to the ideal number of direct reports for a manager, most theorists agree that the range should be kept small—typically no more than six—in order to maintain tight control.
Other approaches to span of control include:
- The situational variable approach, which suggests that the span of control should vary depending on the level of the manager. Senior managers dealing with more ambiguous problems should have a narrower span of control, while mid-level managers can have a wider span of control.
- The flexible span approach, which allows a manager to have different numbers of direct reports depending on the complexity of the tasks being performed.
- The team-based approach, which suggests that managers should delegate work to teams of employees, and then provide a measure of oversight and direction to the team.
In summary, the approach to span of control varies depending on the situation, and there are a variety of approaches that a manager can choose from. It is important to consider the complexity of the tasks and the level of the manager when deciding on the right approach.
| Span of control — recommended articles |
| Functional authority — Grouping of posts — Delegation of authority — Hierarchical dependence — Distribution of decision-making powers — Bureaucratic leadership — Departmentalization — Lewin, Lippitt and White - basic styles of management — Functional structure |
References
- Urwick, L. F. (1922). The manager's span of control. Harvard Business Review, 34(3).
