Span Of Control

The term "span of control" is also known as “span of management", "Span of supervision”, "Span of authority”, “span of responsibility", etc.

Every person has a limited capacity for effective supervision and control other people. No one can control an infinite number of subordinates. If a person is asked to supervise many subordinates working under him, he cannot supervise them efficiently. The capacity and ability under him is limited on account of time at his disposal, knowledge, energy, and other capabilities: therefore the number of subordinates working under him must be manageable.

Span of management refers to the problem of "how many subordinates can be effectively managed by a manager". General Hamilton, who was the first person to introduce the concept "span of control" in his famous book. The Soul and Body of the Army, states that “the average human brain finds its effective scope in handling from three to six other brains. The nearer we approach the supreme head of the whole organisation, the more we ought to work towards groups of six."

In the words of Spriegal, "Span of control means the number of people reporting directly to an authority. The principle of span of control implies that no single executive should have more people looking to him for guidance and leadership than he reasonably be expected to serve."

Lyndall Urwirk, the famous British Consultant, in 1938 found that "No superior can supervise directly the work of more than five or at the most six subordinates whose work interlocks." If the number of subordinates is larger, then the superior may find it very difficult to supervise and coordinate their activities effectively.

Factors determining the span of control

A superior cannot manage a large number of persons, but if the number of subordinates is too small, it is uneconomical. So, he has to determine the optimum span of management. It depends upon various factors. They are as follows:

1. Capacity and Ability of the Supervisor

The capacity and abilities such as leadership, administrative capabilities, ability to communicate, to judge, to listen, to guide and to inspire, physical vigour, etc. differ from person to person. A person having better abilities can manage effectively a large number of subordinates as compared to the one who has lesser capabilities.

2. Competence of Subordinates

If the subordinates are dynamic, competent, well trained and experienced, the manager can manage a large number of such subordinates. If there is perfect understanding and team spirit among the employees, he can manage more workers. If the manager has no confidence in the ability of his subordinates, the span will be narrower.

3. Nature of Work

The work involving routine, repetitive, unskilled and standardized operations will not call for much attention and time on the part of the supervisor. As such, the supervisors at the lower level of organization can supervise the work of a large number of subordinates. On the other hand, at higher level of management, the work involves complex and variety of jobs and as such the number of subordinates that can be effectively managed should be limited to a lesser number.

4. Time Available

The capacity of a person to supervise and control a large number of persons is also limited on account of time available at his disposal to supervise them. At higher levels top managers have less time for supervision. They have to devote the major portion of their time in planning and organising. Therefore, span has to be narrow.

5. Degree of Decentralisation

When a manager does not delegate adequate authority to subordinates, they require frequent consultation and the manger has to take many decisions himself. As a result he can supervise few subordinates. If, on the other hand, a manager clearly delegates authority, subordiantes themselves will take many decisions and the manager can effectively supervise a large number of people.

6. Staff Assistance

An executive can supervise more subordinates when advice and assistance of staff specialists is available to him. Personal assistants can reduce the work load of a manager there by permitting him to handle a large number of subordinates.

7. Levels of Management

At higher levels of management, a lesser number of people can be managed: the lower the level of management, more workers can be managed. That is, the manger who personally makes more decisions is able to supervise fewer people than a manager who only has to provide occasional coaching and encouragement. At the supervisory level, work involved is of routine nature and, therefore, span tends to be wider.

8. Quality of Planning

If plans and policies are clear and easily understandable the task of supervision becomes easier and the span of management can be wider. Effective planning helps to reduce frequent calls on the superior for explanation, instructions and guidance and thereby saves time available to and of the supervisor enabling to have a wider span. In effective plans, on the other hand, impose limits on the span of management.

9. Communication Techniques

The span of supervision is also influenced by the effectiveness of the communication system in the organisation. Faulty communication puts a heavy burden on manager's time and reduces the span of control. On the other hand, if the system of communication is effective, larger number of managerial levels will be preferred as the information can be transmitted easily. Further, a wide span is possible if a manager can communicate effectively.

10. Control Techniques

Sophisticated information and control systems and objective standards reduce the need for close supervision. Use of objective standards helps to wide the span of control. The use of objective standards enable a supervisor management by exception by providing quick information of deviations or variances. Control through personal supervision favours narrow span while control through objective standards and reports favours wide span.

Types of span of supervision 

There are two types of span of supervision: 

1. Wider span of supervision 

2. Narrow span of supervision.

1. Wider span of supervision

200 Wider span of supervision also known as flat organisation implies few levels of supervision. In this type of span, the supervisor controls and guides the activities of subordinates directly under his control. Wider span of supervision is favoured where workers are competent and trained, the control mechanism through standards is followed and the total number of workers is not very large. It reduces the cost of supervision.

2. Narrow Span of Supervision

Narrow span of supervision implies tall or verticle organisation. Under this type of supervision, there are many levels and more supervisors are required to perform the job of guidance and control for different activities. It increases the efficiency and supervision but the cost of supervision is very high as compared to wider span of supervisor.