Page 146 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes Narrow Span of Supervision: The narrow span of supervision will lead to a tall structure and to
an increase in the executive payroll as compared to the flat structure. Another drawback is that
the additional layers of supervision will complicate communication from the chief executive
down to operative employees and back up the line. There will also be a problem of effective
coordination of the activities of different persons in the organisation because of more levels of
executives. However, the narrow span of supervision has the benefit of better personal contacts
between the supervisors and the subordinates. It facilitates tight control and close supervision.
Tall organisation structure gives sufficient time to an executive for developing relations with
the subordinates.
In recent years, there has been a controversy about the significance of the concept of span of
control. The transformation in the style of decision making has had an inevitable bearing on
question relating to the number of people an executive can supervise. Moreover, the use of
delegation and decentralization is highly advocated these days. It is realized that narrow span of
control is an effective means of forcing the executives to delegate.
It is also argued that if an executive has enough number of subordinates to supervise. Moreover,
the use of delegation and decentralization is highly advocated these days. It is realized that
narrow span of control is an effective means of forcing the executives to delegate. It is also
argued that if an executive has enough number of subordinates to supervise, there is a point
beyond which intimate control becomes very difficult. But how this point should be determined
is the main question.

Task Create a hypothetical organisation of your own highlighting its span of
management.

8.3 Factors Determining Span of Management

The span of control varies from individual to individual, time to time and place to place. The
factors which determine the span of control are discussed below:
1. Ability of the Managers: Individuals differ in various qualities like leadership, decision
making and communication. The span may be wider if the manager possesses these skills
in greater degree as compared to others.
2. Time available for Supervision: The span should be narrow at the higher levels because
top managers have less time available for supervision. They have to devote the major
portion of their time to planning, organising, directing and controlling. Each top manager
will delegate the task of supervision to his subordinates who have to devote comparatively
less time on the important functions of management.
3. Nature of Work: When the spans are narrowed, the levels in the organisation increase.
This involves delegation of authority and responsibility. If the work is of a routine and
repetitive nature, it can easily be delegated to the subordinates.

4. Capacity of Subordinates: If the subordinates are skilled, efficient and knowledgeable,
they will require less supervision. In such a case, the superior may go in for a wider span.
5. Degree of Decentralization: Under decentralization, the power to make decisions is
delegated to the lower levels. The span of management will be narrow in such cases so as
to exercise more and more control.

6. Effectiveness of Communication: An effective system of communication in the organisation
favours large number of levels because there will be no difficulty in transmission of
information in spite of a large number of intervening layers.

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