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Span of control

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aryansingh.9c.5.1082006
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3 views

Span of control

Uploaded by

aryansingh.9c.5.1082006
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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PRESENTATION

ON
SPAN OF CONTROL
 What is the Span of Control?
› The number of people who report to one manager in
a hierarchy
› The more people under the control of one manager -
the wider the span of control
› Less means a narrower span of control
 Example below shows a span of control of 4 for
the Marketing Manager
Marketing
Manager

Marketing Market Telesales Customer Care


Assistant Researcher Supervisor Assistant
NOTE:- FEWER THE NUMBER OF PEOPLE
REPORTING TO THE SUPERIOR, THE LARGER
THE NUMBER OF MANAGERS REQUIRED.

GRAICUNAS HAS IDENTIFIED THREE TYPES OF


SUPERIOR:
 DIRECT SINGLE RELATIONSHIP
 DIRECT GROUP RELATIONSHIP
 CROSS RELATIONSHIP
FACTORS AFFECTING SPAN OF
MANAGEMENT
 CAPACITY OF SUPERIOR.
 CAPACITY OF SUBORDINATE.
 NATURE OF WORK.
 DEGREE OF DECENTRALIZATION.
 DEGREE OF PLANNING.
 COMMUNICATION TECHNIQUE.
 USE OF STAFF ASSISTANCE.
 SUPERVISION FROM OTHERS.
TYPES OF SPAN OF
MANAGEMANT
 NARROW SPAN OF MANAGEMANT:- THIS MEANS
A SINGLE MANAGERS OR SUPERVISOR OVERSEES
FEW SUBORDINATES. THIS GIVES A RISE TO A
TALL ORGANIZATIONAL STRUCTURE.
 WIDE SPAN OF MANAGEMENT:- THIS MEANS A
SINGLE MANAGERS OR SUPERVISOR OVERSEES A
LARGE NUMBER OF SUBORDINATES. THIS GIVES
A RISE TO A FLAT STRUCTURE.
Tall Hierarchy:
Low Span of Control

BOXES DEFINE THE LABEL OF MANAGERS


OR SUBORDINATES
Flat Hierarchy:
Wide Span of Control
OF
TALL STRUCTURE
AND FLAT STRUCTURE
ADVANTAGES
TALL STRUCTURE
 FIRSTLY, WITHIN TALL ORGANISATIONAL STRUCTURE
THERE IS A CLOSE SUPERVISORY CONTROL BECAUSE
OF THE LOW SPAN OF MANAGERS.
 SECONDLY, IT IS MORE AUTHORISED STRUCTURE.
 THIRDLY,IN A TALL STRUCTURE THE RESPONSIBLE
PERSON IS OTHER ACCOUNTABLE TO THE HIGHER
AUTHORITY.
 FOURTHLY, THIS STRUCTURE ENHANCE THE CONTROL
OF THE TOP REGULATION OVER THE ORGANIZATION.
DISADVANTAGES
TALL STRUCTURE
 FIRSTLY, EMPLOYEES ARE LESS MOTIVATED
WITHIN THIS STRUCTURE.
 SECONDLY, VERDICT MAKING IS SLOW.
 THIRDLY, TALL STRUCTURE CREATES
COMMUNICATION BARRIERS BETWEEN THE
UPPER AND LOWER MANAGEMENT.
 FOURTHLY, LESS BENEFIT AND REWARDS ARE
GIVEN TO THE BODY IN THE TALL
ORGANISATION.
ADVANTAGES OF FLAT
STRUCTURE
 FLAT ORGANIZATION IS LESS COSTLY.
 QUICK DECISION AND ACTION CAN BE TAKEN.
 FAST AND CLEAR COMMUNICATION .
 SUBORDINATES ARE FREE FROM CLOSE AND
STRICT SUPERVISION AND CONTROL.
 SUPERIOR MAY NOT BE TOO DOMINATING
BECAUSE OF LARGE NUMBER OF
SUBORDINATES.
DISADVANTAGES OF FLAT
STRUCTURE
 THERE ARE CHANCES OF LOOSE CONTROL BECAUSE
THERE ARE MANY SUBORDINATES UNDER ONE
MANAGERS.
 THE DISCIPLINE IN THE ORGANISATION MAY BE BAD.
 THE RELATION BETWEEN THE SUPERIOR AND
SUBORDINATE MAY BE BAD.
 CLOSE AND INFORMAL RELATION MAY NOT BE
POSSIBLE.
 AND BECAUSE OF ALL THESE THE QUALITY OF
PERFORMANCE MY BE BAD.
AFTER SEEING THE ADVANTAGES AND
DISADVANTAGES WHAT TO CONCLUDE

 NARROW SPAN OF MANAGEMENT IS MORE


COSTLY COMPARED TO WIDE SPAN OF
MANAGEMENT AS THERE ARE LARGE NUMBER
OF SUPERIOR/MANAGERS AND THUS THERE IS
GREAT COMMUNICATION ISSUES TOO BETWEEN
VARIOUS MANAGEMENT LEVELS.
FOR EXAMPLE:-
 THE SAME NUMBER OF WORKERS
REQUIREMENT OF SUPERVISORY PERSONNEL AT
SPAN OF 4 IS 1,365 AND AT SPAN OF 8 IS ONLY
585.
THEREFORE, LOOKING INTO THE COST OF
EMPLOYMENT OF PERSONNEL AND THEIR
AVAILABILITY, IT IS PREFERABLE TO GO FOR WIDER
SPAN OF MANAGEMENT.
Delegation of Authority

 “Delegation of authority means assigning work


to others and giving them authority to do it.”
- F.G. Moore

“Delegation of authority merely means the granting


of authority to subordinates to operate within
prescribed limits.”
- Theo Haimann
Elements :

Elements of Delegation of Authority :

 Responsibility
 Authority
 Accountability
RESPONSIBILITY
Responsibility is the obligation of a subordinate to
properly perform the assigned duty. When a superior
assigns a job to his subordinate it becomes the
responsibility of the subordinate to complete the job.
Features :-
 Responsibility can be assigned to some other person
 The essence of responsibility is to be dutiful
 It gets originated because of superior-subordinate
relationship.
AUTHORITY
It means the power to take decisions. Decision can be
related to the use of resources and to do or not to do
something.
Features:-
 Authority can be assigned to some other person.
 It is related to the post (with the change of post, even
authorities change).
 It makes implementation of decisions possible.
 It is the key to a managerial job, because a post
without authority cannot be a managerial post.
Authority
Definition

The power to A Right & a


make decision Power to
which guides influence the
the action of behavior or
others efforts of
other
persons
Difference
Basis of
Authority Responsibility
Distinction

The power or right of a It is an obligation to


Meaning superior to give order to perform the assigned duty
others or order

It emerges from a formal


Sources of It emerges from superior
position in the
Origin subordinate relationship
organisation

Direction of It flows downwards i.e. It flows upward i.e. from


Flow from top to bottom level bottom level to top level

Its purpose is to make Its purpose is to execute


Purpose decisions and get the the duties assigned by the
decisions executed superior
ACCOUNTABILITY
 Accountability means the answerability of the
subordinate to his superior for his work performance.

Features:-
 Accountability cannot be delegated.
 It originates because of delegation of authority.
 It is only towards the delegators.
 Its base is senior – subordinate relationship
Difference
Basic of
Responsibility Accountability
Distinction

It is an obligation to
perform the assigned Answerable to the
Meaning duty or order superior for the work
performed

Sources of Relationship between


Delegation of Authority
Origin senior & superior

Responsibility
Accountability
( Responsibility for) or
( Responsibility to)
Delegation the work can be
cannot be delegated to
delegated to some
some other person
other person
Process of Delegation of Authority

Assigning responsibility

Granting Authority

Fixing Accountability
IMPORTANCE

Importance of Delegation of Authority :

 Effective Management
 Employee Development
 Motivation of Employees
 Facilitation of Growth
 Better Coordination
OBSTACLES TO DELEGATION
Organisational Constraints
•Inadequate planning
•Lack of Unity of Command
•Non availability of
competent managers
•Unclear authority On the part of Subordinates
relationship Obstacles • Lack of Information
to and resources
Delegation • Over Burdened
• Lack of self confidence
On the part of superior • Dependence on Boss
•Lack of Control
•Fear of subordinates
•Love for authority
•Lack of receptiveness
•Lack of trust in subordinates

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