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How many employees do your supervisors manage? Has your organization considered the effects of what narrow or wide supervisory and managerial spans of control mean for your employees and the levels of support and empowerment they receive on-the-job? Have you considered how your decisions regarding the number of levels of reporting in your organization and given to your supervisors and managers influence job satisfaction, communication practices, and your overall organizational culture? The structure of your organization matters for these reasons and more. Defining span of controlSpan of control refers to the number of subordinates that can be managed effectively and efficiently by supervisors or managers in an organization. Typically, it is either narrow or wide resulting in a flatter or more hierarchical organizational structure. Each type has its inherent advantages and disadvantages. Narrow Span
Wide Span
Optimal span of controlThree or four levels of reporting typically are sufficient for most organizations, while four to five are generally sufficient for all organizations but the largest organizations (Hattrup, 1993). This is consistent with ERC’s survey findings as well. Ideally in an organization, according to modern organizational experts is approximately 15 to 20 subordinates per supervisor or manager. However, some experts with a more traditional focus believe that 5-6 subordinates per supervisor or manager is ideal. In general, however, optimum span of control depends on various factors including:
In addition, special consideration should be given to the direct reports of executive and senior management levels. Typically, the number of direct reports for these individuals are lower than supervisors and managers as too many direct reports at these levels can complicate communication and lengthen response time for crucial decisions. Sources:
By: Fadzai Danha | Posted On: 16 November 2020 | Updated On: 31 July 2022 | Views: 18581 Almost no organizational question is asked more often than ‘what is the ideal span of control?’ Evaluating the span of control is a good health check for all organizations. By visualizing spans and layers, organizations can quickly see where there might be opportunities for improvement or where the problems lie. Simply put, a span of control refers to the number of subordinates under the manager’s direct control. The span of control refers to the number of subordinates that can be managed effectively and efficiently by supervisors or managers in an organization. As an example, a manager with five direct reports has a span of control of five. Too many or too few direct reports is a good way to view how efficient an organization is as long as it is looked at in the context of the company’s organizational structure. How many direct reports can a manager have?When looking at the span of control there is no general optimal number for different companies. This is because the nature of work, size of the organization, and the attention each subordinate requires need to be considered. For example, in a Call Center, a manager can have over 100 direct reports, while executive functions – with high degrees of collaboration and interaction – could productively tolerate no more than three or four direct reports. So the nature of the work being performed, and how much attention it requires should govern the assignment of personnel to a manager, and not some industry ideal goal. Related: The Ideal Span of Control What is the ideal span of control?Ideally in an organization, according to modern organizational experts is approximately 15 to 20 subordinates per supervisor or manager. However, some experts with a more traditional focus believe that 5-to 6 subordinates per supervisor or manager are ideal. In general, however, the optimum span of control depends on various factors including:
The Concept of Span of ControlIt is important to look at the concept of span of control in the context of the organizational structure levels of hierarchy. There are 2 factors in particular that are of interest, that is the width and height of the organizational structure:
Related: Types of Span of Control Flat organizations have a ‘wide’ span of control and Tall organizations have a ‘narrow’ span of control. While there are pros and cons with both tall and flat structures, a company’s structure must be designed to suit the business (the customer and markets) in a way that fits with the workforce’s capability. Tall span of controlAdvantages
Disadvantages
Wide Span (Flat structure)Advantages
Disadvantages
Frequently Asked Span of Control Questions1. How can I calculate the span of control?The span of control is the number of people reporting to each manager. We calculate this number according to the number of heads managed, whether full-time or part-time. So, someone managing 12 part-time workers still has a span of control of 12 and not the equivalent of managing six full-time employees. 2. What is the average span of control for my whole organization?This is useful as a starting point, but it’s only a stepping stone to comparisons with other organizations, in the same industry for example, or for making departmental comparisons internally. Ideally in an organization, according to modern organizational experts is approximately 15 to 20 subordinates per supervisor or manager. This forms the basis for a manageable span of control . However, some experts with a more traditional focus believe that 5-6 subordinates per supervisor or manager are ideal.The average span of control is measured using a ratio of the number of managerial nodes and the total population.3. What is the trend with a span of control?The trend in recent years has been to move toward wider spans of control to reduce costs, speed decision-making, increase flexibility, and empower employees (RfB, 2020). However, to avoid potential problems of wide spans of control, organizations are having to invest in training managers and employees and technology enabling the sharing of information and enhancing communication between and among managers and employees (RfB, 2020). However, over decades of supporting the world’s leading organizations in their redesign experiences, McKinsey has found that there is no single magic number that fits all types of managers and the work that they do. Chasing one single number can reduce effectiveness (EPM, 2018) 4. What are the direct span and indirect span of control?A direct span of control refers to the number of direct reports a manager supervises. An indirect span of control refers to how far up the chain of command a manager's direct reports report to them. For example, if a manager has 10 direct reports, then he or she would have an indirect span of control of 10. The differences in the span of control are that the direct span of control includes the manager's own direct reports while the indirect span of control does not. In most cases, the direct span of control will be greater than the indirect span of control. 5. What are the advantages and disadvantages of a high span of control?High spans of control have several advantages. They allow managers to respond quickly to changing conditions, make decisions based on the best available evidence, and provide opportunities for learning new skills. Middle managers also get to know their direct reports well which makes them better able to support their development. The downside is that managers often feel overwhelmed by the volume of tasks and responsibilities. They may be unable to delegate effectively or manage their time efficiently. In addition, when working at a high level, managers tend to spend too much time trying to understand what others are doing rather than focusing on their own priorities. 6. How does a company determine its span of control?Companies use various methods to determine the appropriate span of control for different situations. Some companies use surveys to find out how many employees report directly to each manager. Others use a combination of interviews, observations, and surveys. Still, others rely on experience and common sense to set the right span of control. Other Factors That May Affect the Span of Control (adsbygoogle = window.adsbygoogle || []).push({});While early discussions of the span of control often centered on pinpointing the optimal number of subordinates, several factors may influence the span of control most appropriate for a given management position (RfB, 2020). Assuming that all other aspects of a manager's job are the same, these factors would likely alter the span of management as follows:
Related: 17 span of control: Facts you need to remember all the time Conclusion The span of control in management has implications for workflow and influences directly the number of subordinates who are assigned to be working under a manager or a supervisor. Thus, a proper span for a manager or a supervisor is important to design the organizational structure and to set direction, and exercise control effectively and efficiently. Fadzai Danha is a consultant at Industrial Psychology Consultants (Pvt) Ltd a management and human resources consulting firm. Phone +263 4 481946-48/481950 or email: or visit our website at www.ipcconsultants.com |