FREE online courses on Organisation - Span of controlThe term ‘span of control' represents a numerical limit of subordinates to be supervised and controlled by a manager. It is an important principle of a sound organization. This principle is based on the theory of relationships propounded by V. A. Graicunas, a French management consultant. Factors Affecting Span of Control(i) Ability of the executive: Individuals differ in various qualities like leadership, decision-making and communication. (ii) Time available for supervision: It is said that span should be narrow at the higher levels. (iii) Nature of work: When the spans are narrowed, the levels in the organization increase. (iv) 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. (v) Effectiveness of communication: If there is an effective communication system in the organization, it favours large number of levels because there will be no difficulty in transmission of information in spite of a large number of intervening layers. (vi) Control devices: The span of control also depends upon the control practices being followed. (vii) Organisational assistance available to the manager: Staff functions such as training, recruiting and quality control free the managers from frustrating routine work and permit them to increase their span. (viii) Degree of supervisory co-ordination needed: The lesser co-ordination needed, the broader the span. Similarly the lesser the planning required, the larger the span. Activities like launching a new product, surviving in a highly competitive environment demand careful planning whereas activities like filing, indexing, dispatching require little planning. (ix) Geographic proximity: The closer a work group is located physically, the larger the span. (x) Similarity of functions: The more similar the functions performed by the work group, the larger the span.
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