What do you mean by span of management and explain its type?

The “Span of Management“ also called “Span of Control“ refers to the number of subordinates who report directly to a manager.

Depending upon the complexity of organisational activities and relationships amongst superiors and subordinates, it becomes important the superiors manage an optimum number of subordinates that result in optimum organisational output. All the subordinates cannot be managed by one superior. There has to be a limit on the number of subordinates who can be effectively managed by one superior.

The number of subordinates that a superior can effectively supervise is known as span of management or span of control. In the 19th and middle of 20th century, management writers determined 5 or 6 as the optimum number that a manager could effectively manage at the upper level.

Capacity of Superior:

Each manager or superior may have different ability and capacity in respect of such factors as leadership, communication, decision-making, control affecting management of subordinates. Managers having more capacity in respect of these factors can manage more number of subordinates in similar situation. Further, the attitudes and personality factors of the manager also determine his span of management.

Capacity of Subordinates:

Capacity of subordinates also affects the degree of span of management trained and experienced subordinates need lesser supervision than the new hands. A well-trained employee can solve simpler problem himself.

Nature of Work:

In case of routine and respective operations, span can be wider as subordinates would not require frequent guidance from the supervisor. For this type of work, managers can lay down permanent policies to control large number of subordinates. Routing problems take lesser time than the expectational unusual type of problems.

Degree of Decentralisation:

Centralisation of authority narrows down the span of management. Delegation of authority will widen the span of management. 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.

But in case of centralisation of authority subordinates would require considerable consultation, clarification and instruction from their superior.

Degree of Planning:

Higher the degree of plans, particularly standing plans, clearly providing rules, procedures, methods etc., in doing the work, higher would be the degree of span of control.

Communication Techniques:

The pattern of communication may also affect the span of control. If communication is mostly face-to-face, it requires more time on the part of both superior and subordinates. On the other hand, communication with staff assistant and through the use of modern communication tools like electronic devices will save lot of time and span can be increased.

Use of Staff Assistance:

Span of management will increase if the subordinates are receiving necessary guidance on methods, quality standards and other aspects of work from different specialists available in the business. “If he can call upon internal consultant for his help, the supervisor can free himself from those parts of the job which he can perform effectively and this will include a maximum supervisory span.”

Rate of Change:

Certain enterprises change much more rapidly than others. The rate of change is an important determinant of the degree to which policies can be formulated and the stability of policies maintained.

Factors Affecting Span of Management:

The following factors help in determining the suitable span of management:

If managers are competent in their jobs, they can have a wide span of management. Competence of managers is judged by their ability to make decisions related to motivational plans, leadership styles, communication channels and chains, techniques of control etc. Managers who rank high on these parameters can effectively supervise larger number of subordinates.

If employees perform similar and repetitive work, managers can supervise large number of subordinates and, thus, have a wide span of control. Non-repetitive and challenging work requires narrow span of control. Changes in the nature of work also affects the span of management.

Frequent changes as a result of dynamic environment support a narrow span as superiors frequently have to direct the activities of subordinates. Stability in the nature of work supports a wide span of management as superiors’ directions are not frequently required to carry out the work processes.

If managers have access to technical or secretarial assistance, a larger group of subordinates can be managed. Span of control can, therefore, be wide. Staff assistance can be useful for collecting and processing information related to various decisions and issuing orders to the subordinates. Managers save time in communicating with subordinates, direct the activities of larger number of subordinates and focus on other strategic organisational matters.

1. Competence of subordinates:

If subordinates are competent to manage their jobs without much assistance from the superiors, span of control can be wide. Competent subordinates do not require frequent directions from the superiors with respect to various organisational activities. Superiors can thus, manage a larger group of subordinates.

If plans clearly define the organisational/individual goals and policies, superiors can supervise a larger group of subordinates and have a wide span of control. Clearly defined plans include well-formulated policies procedures, methods etc. Particularly, if standing plans are well defined, subordinates know the broad guidelines within which they have to make decisions in similar and repetitive situations.

They do not approach the superiors every time they face a similar problem-solving situation. Superiors can, thus, manage a larger group of subordinates. However, if most of the decisions are made by resorting to single use plans (programmes, budgets, projects etc.), managers have to be frequently approached and the span can, thus, be narrow.

The top executives look after important and specialised activities and, therefore, the span is narrow at the top level but at lower levels the span can be wide, since supervisors are mainly concerned with routine jobs. According to J.C. Worthy, a manager can supervise as many as 20 subordinates at the lower levels.

1. Authority-responsibility structure:

If authority-responsibility structure is well-defined and understood, superiors can supervise larger number of subordinates. People work within the confines of their responsibility and take directions from superiors only when required. Lack of clarity in authority-responsibility structure will create confusion in the organisation. Jobs and who will perform which job, who is accountable to whom will not be clear. In such a situation, managers cannot supervise a large group of subordinates. The span of management will, thus, be narrow.

Effective techniques of control can enable the manager to supervise larger number of subordinates. Effective system of control promotes decentralisation. Superiors do not actively involve in the decision-making processes as decisions are taken at the levels where they are required. There is extensive delegation, clarity of jobs, authority-responsibility relationships and freedom to take decisions. The span of control can, thus, be wide.

Both narrow and wide structures have financial constraints. A narrow span requires more managers and is, thus, a costly form of structure. Wide span, on the other hand, may result into organisational inefficiencies. Proper balance has to be maintained between the costs and benefits of the span that a manager can effectively supervise.

These factors are situational in nature and the span of management is also, thus, situational. Sometimes it can be narrow and sometimes wide. For the same organisation, it can be different for different functional areas and different levels. The span is usually narrow in the finance department and wide in the marketing department for the same level. It may be different in different organisations for the same functional areas and levels.

Factors Determining Span of Management

The span of management can be determined on the basis of a number of relationships that a manager can manage. These are:

Factors

Capacity of Superior: Here the capacity means the ability of a superior to comprehend the problems quickly and gel up with the staff such that he gets respect from all. Also, the communication skills, decision-making ability, controlling power, leadership skills are important determinants of supervisory capacity. Thus, a superior possessing such capacity can manage more subordinates as compared to an individual who lack these abilities.

Capacity of Subordinate: If the subordinate is trained and efficient in discharging his functions without much help from the superior, the organization can have a wide span. This means a superior can manage a large number of subordinates as he will be required just to give the broad guidelines and devote less time on each.

Nature of Work: If the subordinates are required to do a routine job, with which they are well versed, then the manager can have a wider span. But, if the work is complex and the manager is required to give directions, then the span has to be narrower.Also, the change in the policies affects the span of management. If the policies change frequently, then the manager needs to devote more time and hence the span would be narrow whereas if the policies remain stable, then a manager can focus on a large number of subordinates. Likewise, policies technology also plays a crucial role in determining the span.

Degree of Decentralization: If the manager delegates authority to the subordinates then he is required to give less attention to them. Thus, higher the degree of decentralization, the wider is the span of management. But in case, subordinates do not have enough authority, then the manager is frequently consulted for the clarifications, and as a result superior spends a lot of time in this.

Planning: If the subordinates are well informed about their job roles, then they will do their work without consulting the manager again and again. This is possible only because of the standing plans that they follow in their repetitive decisions. Through a proper plan, the burden of a manager reduces manifold and can have a wider span of management.

Staff Assistance: The use of staff assistance can help the manager in reducing his workload by performing certain managerial tasks such as collecting information, processing communications and issuing orders, on his behalf. By doing so, the managers can save their time and the degree of span can be increased

Supervision from Others: The classical approach to the span of management, i.e., each person should have a single supervisor is changing these days. Now the subordinates are being supervised by other managers in the organization such as staff personnel. This has helped the manager to have a large number of subordinates under him.

Communication Techniques: The mode of communication also determines the span of management. If in the manager is required to do a face to face communication with each subordinate, then more time will be consumed. As a result, the manager cannot have a wider span. But in case, the communication is in writing and is collected through a staff personnel; the manager can save a lot of time and can have many subordinates under him.

The span of management is also called as the span of supervision or span of control, which influences the complexity of the individual manager’s job and determine the shape or configuration of the organization.