What is the Span of Control?

Span of Control can be defined as the total number of direct subordinates that a manager can
control or manage. The number of subordinates managed by a manager varies depending on the
complexity of the work.

For example, a manager can manage 4-6 subordinates when the nature of work is complex,
whereas, the number can go up to 15-20 subordinates for repetitive or fixed work.

Meaning and Explanation

The term “Span of Control” is popularly used in business management and human resource
management. Because this term is related to the management and controlling of employees, the
meaning of the word is the total number of subordinates that a manager or supervisor can manage.

In the past, one manager was capable of managing 1-4 subordinates. Because of that, there were
many levels of management in one organization. In 1980, with the introduction of
information technology in business, many organizations flattened their management by reducing
the number of managers in an organization. After that, the span of one manager increased from 1-
4 to 1-10 subordinates.

This was possible because of inexpensive information technology. Technology helped in easing
out several middle managers’ tasks such as collection and manipulation of operation information.
Because of this, a manager became capable of managing more subordinates at one time.

Several factors affect the span of control of a manager, such as the nature of work, capabilities of
the manager, capabilities of employees to be managed, and the responsibilities of a manager. It
can be of two types, such as a narrow and a wide span of control. It is considered to be narrow
when a manager manages 2 to 4 subordinates.

Advantages of a narrow span of control.

1. The manager can supervisor each of his subordinates intimately.

2. The nature of work is usually complicated.
3. Effective communication between the subordinates and their manager.
4. More layers in the hierarchy of management.

Despite many advantages, the narrow span of control is not free from disadvantages.

Disadvantages of a narrow span of control

1. Too much control over employees might hamper their original talent and creativity.
2. Extended hierarchy of control results in a long time in decision-making.
 3. Narrow span of controlling prevents cross-functional problem-solving.

On the other hand, a span of control is wide when a manager manages or controls up to 20
subordinates.

Advantages of a wide span of control.

1. In a wide span of control, subordinates are more independent.

2. Fewer layers in the hierarchy of management.
3. The nature of work is repetitive.
4. Less direct communication between subordinates and managers.

Disadvantages of a wide span of control.

1. Ineffective management.
2. Increased workload on managers.
3. The roles of team members are not clearly defined.
4. Less communication between managers and subordinates reduces the control of the
manager.

In the next section, you will learn about the factors which affect the span of control.

Factors

The span of control means the total number of employees that a manager or superior can manage.
Several factors are taken into consideration before allocating subordinates to a supervisor.

1. Type of work to be managed

The most crucial factor that affects the span of control and management skills of a manager is the
type of work. If all the subordinates are doing the same job at the same time, then it is easy for a
manager or superior to manage all employees at the same time.

For example, it is easy for a supervisor to manage 50 call executives at the same time because they
are doing similar work at the same time. On the other hand, a professor can take two or a maximum
of four students pursuing a doctorate.

The reason being is that all students work on different research topics, and the professor can’t
manage all of his students at the same time.

2. Geographical distribution

If the branches of business are located at far geographic locations, then it becomes difficult for a
manager to manage all the executives working at all the branches. Therefore, areas will be divided
into clusters, and different managers are hired to manage each cluster.
In this way, each manager can effectively manage all employees working in small areas. For
example, if a company has its branches all over the world, then all branches can be divided country
wise and country managers can be hired to manage all people working in that area.

3. Administrative tasks performed by a manager

The span of control of a manager reduces if he is required to complete several administrative tasks
daily. For example, an HR manager is required to conduct Face-to-face meetings with employees,
prepare appraisal development plans, prepare job descriptions, conduct interviews of employees
to be hired, preparing employment contracts, design policies, explaining changes in policies,
discussing remuneration benefits.

All of these tasks require efforts at a manager’s end. Therefore, an HR manager can manage
employees working in one office. Because of this reason, different HR managers are required in
various branches of a company.

4. The capability of the Manager

An experienced manager with a good understanding of the work and having good relationships
with employees can manage a higher number of employees. Whereas, an inexperienced manager
with limited skills can handle a few employees.

5. Capabilities of employees

The span of control of a manager not only depends on the capabilities of a manager but also
depends on the capabilities of employees to be managed. A manager, no matter how much
experienced he is, can handle only a few inexperienced or new employees at one time.

Since employees are required to be trained to do their work efficiently, the manager is expected to
spend a lot of time with each employee. As a result, it becomes difficult for a manager to manage
many subordinates at one time.

On the other hand, a manager can manage fully-trained and experienced employees at the same
time because he is not required to teach every small task to them.

6. Responsibility for other tasks

The span of control of a manager will reduce if he has duties of different jobs on his shoulders.
That means he will be able to dedicate a limited time to manage his subordinates.

For example, a professor is not only required to handle and help his doctorate students, but it is
also necessary for him to dedicate time to his research work and to take theory classes of other
students.
7. Manager’s value addition

A manager who is also providing training and skill development classes will need a small span of
control as compared to the manager who is exclusively managing his subordinates.

8. Type of business

The span of control of a manager also depends on the kind of business. Different types of
business processes can reduce the span of control of a manager.

Let us understand the concept of span of control with the help of an example. A retail company
hired Will as an inventory manager. He found that the employees are not designated in the
organization, due to which it became difficult for him to do his job correctly.

Employees who were responsible for performing inventory control work were also responsible for
doing the work of other departments. Because of this, it became difficult for him to do his work
correctly and on time. Therefore, he took this matter to the upper management and suggested them
to define the job role of each employee clearly and asked for a dedicated team for himself.

As a result of which he got a team of 3 employees who exclusively took orders for him and do the
work related to the inventory control. By having explicit knowledge, he could do work in a better
way and also on time. In this way, the performance of the whole inventory control department
improved.

A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the
manager should delegate authority. Delegation of Authority means division of authority and
powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of
your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to
the subordinates in order to achieve effective results.

Elements of Delegation

1. Authority - in context of a business organization, authority can be defined as the power

and right of a person to use and allocate the resources efficiently, to take decisions and to
give orders so as to achieve the organizational objectives. Authority must be well- defined.
All people who have the authority should know what is the scope of their authority is and
they shouldn’t misutilize it. Authority is the right to give commands, orders and get the
things done. The top level management has greatest authority.

Authority always flows from top to bottom. It explains how a superior gets work done from
his subordinate by clearly explaining what is expected of him and how he should go about
it. Authority should be accompanied with an equal amount of responsibility. Delegating
the authority to someone else doesn’t imply escaping from accountability. Accountability
still rest with the person having the utmost authority.
 2. Responsibility - is the duty of the person to complete the task assigned to him. A person
who is given the responsibility should ensure that he accomplishes the tasks assigned to
him. If the tasks for which he was held responsible are not completed, then he should not
give explanations or excuses. Responsibility without adequate authority leads to discontent
and dissatisfaction among the person. Responsibility flows from bottom to top. The middle
level and lower level management holds more responsibility. The person held responsible
for a job is answerable for it. If he performs the tasks assigned as expected, he is bound for
praises. While if he doesn’t accomplish tasks assigned as expected, then also he is
answerable for that.
3. Accountability - means giving explanations for any variance in the actual performance
from the expectations set. Accountability can not be delegated. For example, if ’A’ is given
a task with sufficient authority, and ’A’ delegates this task to B and asks him to ensure that
task is done well, responsibility rest with ’B’, but accountability still rest with ’A’. The top
level management is most accountable. Being accountable means being innovative as the
person will think beyond his scope of job. Accountability, in short, means being answerable
for the end result. Accountability can’t be escaped. It arises from responsibility.

For achieving delegation, a manager has to work in a system and has to perform following steps :
-

1. Assignment of tasks and duties

2. Granting of authority
3. Creating responsibility and accountability

Delegation of authority is the base of superior-subordinate relationship, it involves following

steps:-

1. Assignment of Duties - The delegator first tries to define the task and duties to the
subordinate. He also has to define the result expected from the subordinates. Clarity of duty
as well as result expected has to be the first step in delegation.
2. Granting of authority - Subdivision of authority takes place when a superior divides and
shares his authority with the subordinate. It is for this reason, every subordinate should be
given enough independence to carry the task given to him by his superiors. The managers
at all levels delegate authority and power which is attached to their job positions. The
subdivision of powers is very important to get effective results.
3. Creating Responsibility and Accountability - The delegation process does not end once
powers are granted to the subordinates. They at the same time have to be obligatory towards
the duties assigned to them. Responsibility is said to be the factor or obligation of an
individual to carry out his duties in best of his ability as per the directions of superior.
Responsibility is very important. Therefore, it is that which gives effectiveness to authority.
At the same time, responsibility is absolute and cannot be shifted. Accountability, on the
others hand, is the obligation of the individual to carry out his duties as per the standards
of performance. Therefore, it is said that authority is delegated, responsibility is created
and accountability is imposed. Accountability arises out of responsibility and responsibility
arises out of authority. Therefore, it becomes important that with every authority position
an equal and opposite responsibility should be attached.
Therefore every manager,i.e.,the delegator has to follow a system to finish up the delegation
process. Equally important is the delegatee’s role which means his responsibility and
accountability is attached with the authority over to here.

Relationship between Authority and Responsibility

Authority is the legal right of person or superior to command his subordinates while accountability
is the obligation of individual to carry out his duties as per standards of performance Authority
flows from the superiors to subordinates,in which orders and instructions are given to subordinates
to complete the task. It is only through authority, a manager exercises control. In a way through
exercising the control the superior is demanding accountability from subordinates. If the marketing
manager directs the sales supervisor for 50 units of sale to be undertaken in a month. If the above
standards are not accomplished, it is the marketing manager who will be accountable to the chief
executive officer. Therefore, we can say that authority flows from top to bottom and responsibility
flows from bottom to top. Accountability is a result of responsibility and responsibility is result of
authority. Therefore, for every authority an equal accountability is attached.

Differences between Authority and Responsibility

Authority Responsibility

It is the legal right of a person It is the obligation of subordinate to

or a superior to command his perform the work assigned to him.
subordinates.

Authority is attached to the Responsibility arises out of superior-

position of a superior in subordinate relationship in which
concern. subordinate agrees to carry out duty given
to him.

Authority can be delegated Responsibility cannot be shifted and is

by a superior to a subordinate absolute

It flows from top to bottom. It flows from bottom to top.