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How do you ensure that all the tasks are being completed in an organisation? Can a single person take responsibility for overseeing every task? Certainly not. The process is meticulous and tedious, involving ensuring that all department heads and managers understand their roles and responsibilities and carry them out efficiently. Furthermore, it is about ensuring that managers handle their teams efficiently. The span of control, also called the span of management, determines the number of direct reports a manager supervises and takes responsibility for. This is critical, as it impacts the dynamics, productivity, and success of the team.
What is Span of Control?
Span of Control Meaning
Span of Control refers to the number of direct reports a manager handles, supervises, and takes responsibility for. It defines the scope of a manager’s supervision and impacts the efficiency and effectiveness of an organisation. Learning and understanding the various aspects of the span of control can help supervisors manage their teams effectively. A well-managed span of control ensures the right balance between the direct reports that may be too many or too few, impacting the effectiveness, communication, and workload distribution.
What is the Importance of Span of Control?
Why is span of control important? While it is about the reports received and overseen by a manager, it’s also about how it impacts employees’ experience and organizational success. Here’s how:
1. Effectiveness of the management
The right span of control facilitates managers to lead and manage their team effectively. By the right span of control, we mean an appropriate number of employees that a manager can handle, provide personalized attention to, and lead to better employee performance.
2. Efficient Communication
Communicating appropriately is what keeps a team together. The span of control decides how and how amount of information flows. By streamlining the communication channels, you can ensure the right information is passed to everyone at the time they need it.
3. Better chances for innovation
When there are fewer employees in layers of management, arriving at a decision is a lot easier and faster. This agility is important in today’s competitive business landscape. Flatter structures with wider spans of control could be great as they allow employees to make decisions and be accountable for their work.
4. Delegation of tasks
Having a large team to manage poses quite a few challenges for a manager, and they often struggle to delegate tasks effectively. This leads to employee as well as manager burnout. A well-defined span of control allows managers to delegate tasks appropriately, empowering employees to be accountable and foster a sense of ownership.
What are the Types of Span of Control?
Span of control can be categorized into two types: Wide spans (flatter management structure) and narrow spans (taller management structure)
1. Wide Span of Control
A wide span of control is a management structure that involves a single manager supervising a large number of employees. This is a structure that flatter or smaller organizations follow, which has fewer layers as it facilitates better and faster decision-making.
Some of the benefits of a wide span of control are-
- Fewer management layers lead to better and faster decision-making
- Since there are few supervisors, the overhead costs are reduced
- Increased autonomy for employees leads to higher employee satisfaction
- Delegation helps managers reduce their oversight of employees and gives them the freedom to act accordingly
2. Narrow Span of Control
A narrow span of control is a management structure where a manager supervises direct reports coming from a smaller team. This is a setup found in larger corporations where there are many employees, but the tasks are complex and require closer supervision.
Some of the benefits of a narrow span of control are-
- Personalized attention is provided to employees, helping them to hire for complex projects.
- Lesser workload for managers as there are fewer employees to supervise.
- Managers take a more dominant role in making decisions than employees.
- Managers can more effectively convey messages to or accommodate their aspirations.
How Do You Calculate Span of Control?
The span of control is calculated by dividing the number of employees by the number of managers, which comes up as a single number that can be expressed as a ratio.
Span of Control Ratio = Total number of employees (in a specific department)/ number of managers (in that department)
For example, there are 50 employees with 5 managers
Span of control= 50/5- 10:1
This means each manager is responsible for supervising the work of 10 employees.
There is no ideal span of control ratio as the approach must be based on various factors like complexity of manager’s work, total number of employees and departments in the organization, employee competence, organizational culture, job function, industry, and others.
However, there are five managerial archetypes-
- Player archetype (3-5 reports)- where managers handle complex and unique tasks that demand more experience
- Coach archetype (6-7 reports)- Managers balance individual tasks by supporting their team through proper processes
- Supervisor archetype (8-10 reports)- Overseeing standardized work with some degree of individual responsibility characterizes this archetype
- Facilitator Archetype (11-15 reports): Managers in this category handle highly standardized tasks with minimal individual contribution.
- Coordinator Archetype (15+ reports): This archetype is focused solely on managing routine and automated tasks, often found in roles like call centre management.
What Are the Challenges of Span of Control?
There are distinct challenges of span of control, depending on whether it’s a wide span or a narrow span of control.
Challenges faced in a wide span of control include-
- Managers fail to provide personalized attention, as there are many employees
- With many subordinates to oversee, managers fail to maintain productivity and efficiency.
- It is difficult to control all the subordinates. Bad decisions by employees can stress managers out.
- Employees get fewer opportunities to learn under the manager
- Ensuring proper information flow across the team can be challenging
Challenges faced in a narrow span of control include:
- More layers of management delay the approval process
- More managers result in increased overhead expenses
- The hint of micromanagement can stifle creativity and innovation, resulting in lower employee morale
- While the communication quality is better, it takes a lot of time to get it through all the management layers.
What Factors Affect Span of Control?
Some of the key factors that influence the span of control in an organization-
1. Nature of Work
The nature of tasks performed by employees plays a huge role in deciding the type of span of control. For example, if the tasks are repetitive and simpler, then a wider span of control can be implemented, whereas specialized tasks require more supervision, meaning a narrow span is necessary.
2. Manager’s ability
The capability of a manager is crucial. Experienced managers with great leadership skills, decision-making, and communication skills can supervise a large number of employees effectively. Less experienced managers may require a narrower span.
3. Employee abilities
The competence and skills, and experience of employees also matter in the span of control. Employees capable of being accountable can be under a wider span of control, whereas less experienced employees may need support.
4. Time available to supervise
Managers at higher levels often have less time for direct supervision due to their broader responsibilities. As a result, the span of control may need to be narrower at these levels to ensure effective oversight.
5. Decentralization
When the decision-making is decentralized, it allows managers to supervise more employees. When executives make decisions, a narrower span may be required.
6. Structure of the organization
The size, strength, and structure of the organization impact the span of control. Bigger organizations go for a narrow span of control as the complexity increases, while smaller organizations can implement a wider span.
7. Job function and industry
Depending on the nature and job functions of the industry, the span of control can be decided. For example, if it’s a manufacturing industry with labour-intensive roles, a wider span of control is ok, but for knowledge-based roles, a narrower span may be needed.
What Are the Best Practices for Managing Span of Control?
Some of the best ways to manage the span of control are-
1. Assessment of workload
Make sure to keep an eye out for the manager’s workload as well as how the employees are performing to figure out areas where the span of control is too wide or too narrow.
2. Delegate effectively
Tasks and responsibilities must be delegated properly in order to ensure the team members perform effectively. This autonomy helps relieve managers of certain tasks, too.
3. Communicate better
Implement good communication channels and offer tools to team members to collaborate and coordinate effectively. This helps managers keep track of their work and the progress made.
4. Offer training
Leadership and management training is an absolute must if you want the span of control to work as you hoped.
5. Revise team structure
Restructure the teams if required in order to ease up on the managers and help them lead better. This could be creating specialized roles or putting team members from one department into another.
6. Utilize technology
Project management tools to streamline processes and reduce workload on managers.
Conclusion
Achieving a high level of organizational effectiveness is essential to any organization’s thriving ability. One of the ways organizations can achieve this is by implementing an effective span of control system. A well-designed span of control system helps organizations achieve a high level of organizational effectiveness. This ensures that managers have the correct number of direct reports. But even to do so, companies must understand what goes into an optimal span of control structure. If you are looking for advice on the same, then Alp Consulting definitely has the right things that can help your organization and HR team go about implementing it, thanks to our decades of experience in the field.
Frequently Asked Questions (FAQs)
1. What is the span of control?
The definition of Span of Control is the number of direct reports a manager handles, supervises, and takes responsibility for. It defines the scope of a manager’s supervision and impacts the efficiency and effectiveness of an organisation.
2. What are the types of span of control?
Span of control can be categorized into two types: Wide spans (flatter management structure) and narrow spans (taller management structure). The structure to be implemented is decided based on the nature, size, and many other factors of an organization.
3. How do you calculate span of control?
The span of control is calculated by dividing the number of employees by the number of managers, which comes up as a single number that can be expressed as a ratio.
4. What is the ideal span of control?
A healthy span of control balances managerial effectiveness and employee needs. Typically, 3-7 direct reports are ideal for complex tasks requiring close supervision, while 8-15 direct reports are suitable for routine tasks where employees can work independently.
5. What are the disadvantages of a narrow span of control?
A narrow span of control is associated with disadvantages like slower communication, higher overhead costs, and more bureaucracy for the organization.
6. How can technology help manage the span of control?
Technology can help in managing the span of control by enabling better communication, automating tasks, and providing real-time data for informed decision-making. This can lead to more efficient management, increased employee engagement, and ultimately, a better organization.
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Rajkumar Shanmugam
Rajkumar Shanmugam is the Head of HR at ALP Consulting, bringing over 19 years of comprehensive HR leadership experience across India and international markets. His expertise spans talent acquisition, employee relations, performance management, compliance, and HR transformation. Rajkumar has a proven track record of driving people-centric initiatives, enhancing workplace culture, and aligning HR strategy with business goals. With extensive experience in US staffing operations and global mobility, he continues to lead organizational excellence through innovation and employee engagement.
