span of control(noun)
Definition of span of control
the number of subordinates a supervisor has
Examples of span of control in the following topics:
- Span of control is a means of ensuring proper coordination of and a sense of accountability among employees.
- Span of control refers to the number of subordinates a supervisor has.
- Times of crisis make it necessary for workers to perform as efficiently as they can, hence the need for management control.
- Another advantage of centralization is that procedures are uniform and thus easier to control.
- Other common elements of an organization include span of control, departmentalization, centralization and decentralization.
- A decentralized organization tends to show fewer tiers in the organizational structure, less hierarchy, a wider span of control, and a bottom-to-top or horizontal flow of decision making and ideas.
- These decisions or policies are then enforced through several tiers of the organization after gradually broadening the span of control until it reaches the bottom tier.
- This tends to be associated with an organization that is likely to run on less rigid policies and wider spans of control among each officer of the organization.
- The wider spans of control also reduce the number of tiers within the organization, giving its structure a flat appearance .
- The network structure is a newer type of organizational structure, often seen as less hierarchical (or more "flat"), more decentralized, and more flexible, in which managers coordinate and control relations, both internal and external to the firm .
- At the industry level, complex networks can include technological and innovation networks that may span several geographic areas and organizations.
- As a decentralized structure, the network structure shows fewer tiers in the organizational structure, a wider span of control, and a bottom-to-top flow of decision making and ideas.
- In the network structure, managers coordinate and control relations, both internal and external to the firm.
- Managerial Assumption: McGregor Douglas McGregor was a management professor at the MIT Sloan School of Management who wrote a book called The Human Side of Management in 1960, which suggested motivating employees through authoritative direction and employee self-control.
- In Theory Y, management assumes employees are ambitious and self-motivated and exercise self-control and generally enjoy mental and physical work duties.
- Complex hierarchical structures are needed in order to offer a narrow span of control at every level of the organization.
- Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed.
- Formal reporting relationships include lines of authority, decision responsibility, number of hierarchical levels, and span of managers control.
- Managers may find delegation difficult, since control over the task assigned (and eventual outcome) is relinquished.
- Organizational Structure and Control/Decision-Making Tall structure: A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels; tight control; reduced communication overhead.
- Flat structure: A management structure characterized by a wide span of control and relatively few hierarchical levels; loose control; facilitates delegation.
- Formalization: The written documentation used to direct and control employees.