Sometimes it can be narrow and sometimes wide. People work within the confines of their responsibility and take directions from superiors only when required. In such cases, a manager can competently control and oversee many employees. Use managerial archetypes to drive efficiency and effectiveness By better understanding the managerial archetypes in the organization you can set specific guardrails for each managerial cohort. Joe Kolinger is the founder of OfficeWork Software and author of several widely used workforce planning and organizational charting software packages.
Employees work under strict control of superiors. Limitations of a Tall Structure : 1. Height: As there are levels of management, or hierarchy, an organization may be tall with many levels or flat with fewer levels. For example, the goal of an organization may be to develop a new automobile. The Working staff of the Manager: If the manager has a supporting staff that is equally skilled in handling situations, then it would be possible to manage a wider span of control because the responsibilities of supervision would be shared.
An important aspect of the matrix structure is that each person working on the project has two supervisors — the project manager and the functional manager. In the 1980s corporate leaders flattened many organizational structures causing average spans to move closer to 1-to-10. An example would be the personnel department serving the enterprise by procuring the needed personnel for all departments. Although no perfect ratio likely exists, span of control is critical in understanding organizational design and the behaviors within an organization, such as the approach used to interact with employees and the effectiveness of communication between each level within an organization. For this project, the specialists from different functional departments will be drawn to work together. Both tall and flat structures have positive and negative features and it is difficult to find the exact number of subordinates that a manager can effectively manage.
Article shared by : After reading this article you will learn about:- 1. Changes in the nature of work also affects the span of management. Ranges give room for managers both new to the role, who are still upskilling, as well as for high-performing managers, who are at the top of their game. Experienced, well-trained employees need less supervision, allowing for wider spans of control, while new or untrained personnel call for narrower spans. Span of Control It refers to number of direct reports per manager. The neoclassical theorists have developed a different solution.
Coach A coach archetype has a substantial level of individual responsibility and executional support from others. Superiors cannot closely supervise the activities of employees. Organisational level: 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. Competence of managers: If managers are competent in their jobs, they can have a wide span of management. Span of control is simply the number of staff that report to a manager.
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. Evolution of our thinking on managers and management As more of the workforce has moved from manufacturing and production industries to service-driven and knowledge-based sectors, the old-school notion of span of control has become increasingly challenged. Process guidelines are in place. The project is separate and unique and not a part of the daily work routine of the organization. Other roles that typically fall into this category include areas with expert knowledge or skill—a consulting engagement manager falls squarely into this bracket. This can lead to less-than-optimal responses to business opportunities and threats.
The span of control of the average manager in an organization determines the width of the organization as seen when viewing the organizational chart. In a wider span of control, a manager has many subordinates who report to him. The heavy managerial workload and large number of employees reporting to each boss sometimes results in confusion over roles. Assistance to managers: If managers have access to technical or secretarial assistance, a larger group of subordinates can be managed. What most companies do not realize is that while the founders facilitate the initial product success, the culture helps in scaling the organization and its products. Competence of subordinates: If subordinates are competent to manage their jobs without much assistance from the superiors, span of control can be wide.
The first problem is acknowledging that the issue exist, often the employee does not initate a discussion since it requires jumping through the hierarchy, on which he has little visibility. When the project is completed, these specialists go back to their respective duties. Line and Staff Organization In this type of organization, the functional specialists are added to the line, thus giving the line the advantages of specialists. Also, the subordinates feel relaxed and develop their independent spirits in a free work environment, where the strict supervision is absent. There is an inverse relation between the span of control and the number of levels in hierarchy in an organization, i.
They are also responsible for integrating the efforts of all functional managers to accomplish the project and directing and evaluating project activity. In this case, the units are formed according to the type of product and it is more useful in multi-line corporations where product expansion and diversification, and manufacturing and marketing characteristics of the product are of primary concern. An example would be the project of building a new airport. In agile organizations, where teams function as self-managed units, collectively setting team goals and leading themselves to achieve those goals without most of that leadership coming through the line manager, spans can sometimes be much larger than those mentioned here, given the reduced need for managerial oversight. It will be very difficult for a superior to manage a large number of subordinates at a time and also may not listen to all efficiently.
I hope that you would continue to read and provide feedback. For the same organisation, it can be different for different functional areas and different levels. The discipline among employees can be maintained easily and effective control can be easily exercised. The project must be temporary in nature and not extend into other related projects. Wide span of control is best suited when the employees are not widely scattered geographically, as it is easy for managers to be in touch with the subordinates and to supervise them. An ideal span of control according to modern authors is around 15 to 20 subordinates per manager, while according to the traditional authors the ideal number is around 6 subordinates per manager. This group has a specialized background in some functional area and it could serve in any of the following capacities: a Advisory Capacity: The primary purpose of this group is to render specialized advice and assistance to management when needed.