Subject Code :AD3491
Subject Name : Fundamentals of Management
Semester / Year : III / II
Department : CSBS
Academic Year : 2024 – 2025
By
M. JeyaSundari , AP / CSBS
Ramco Institute of Technology.
UNIT III –SPAN OFCONTROL
Definition: The span of control in management suggests estimating the optimum number of
subordinates managed by a single supervisor. It is a primary factor that determines the shape
of the organization.
UNIT III –SPAN OFCONTROL
The span of control can interchangeably termed as:
Span of Management
Span of Supervision
Span of Authority
Types of Span of Control
Generally, two types of span can be seen in organizations that are:
Wide Span of Control
Narrow Span of Control
UNIT III –SPAN OFCONTROL
Wide Span of Control :
When one manager supervises many subordinates, it shows a wide span of control.
It is also called Operative Span as it is generally applicable at the lower or operating
managerial level.
UNIT III –SPAN OFCONTROL
The wide span involves simple working and forms a flatter organizational
structure. Besides the organizations large in size go for a wide span of control.
It involves less operating cost and is highly adaptive to the changes.
The supervisors have excellent coordination and communication horizontally &
vertically because of the fewer levels.
Advantages of Wide Span of Control:
•Cost-effective in nature.
•Suitable for large organizations.
• Effective communication within the organization.
•Reduced Planning time.
•Results in the flatter organizational structure.
•Subordinates are well-trained.
UNIT III –SPAN OFCONTROL
Disadvantages of Wide Span of Control
Confusion among the subordinates.
Difficulty in management if the number is considerably large.
Requirement of qualified superior.
Delegation of authority may be difficult at lower levels.
UNIT III –SPAN OFCONTROL
Narrow Span of Control
UNIT III –SPAN OFCONTROL
Narrow Span of Control
When one manager manages a few subordinates, it shows a narrow span of control. It
is also called the Executive span because it is applicable at the top or middle managerial
level.
A narrow span contains fewer subordinates at a single level. Consequently, it
increases the number of management levels making an organization taller in structure.
Advantages of Narrow Span of Control
Ease in management.
Improved control of management.
Effective Supervision.
Suitable for work complex in nature.
Creativity in planning and decision making.
UNIT III –SPAN OFCONTROL
Disadvantages of Narrow Span of Control
High cost as more number of managers are appointed.
Increased levels of management in the organization.
Delay in communicating information from top to bottom.
Delay in decision-making.
UNIT III –SPAN OFCONTROL
Importance of Span of Control :
Discipline
By specifying the span of control at every management level, stakeholders can create
discipline within the organizations.
Motivation
Motivation is a crucial factor that keeps the team going. One can motivate its
workforce through the span of control by providing guidance and feedback at regular
intervals.
Timely Decision Making
Many small or big business decisions have to be taken at every hierarchy. The
determination of the span of management helps in timely decision-making.
Effective Control
Control is an essential principle of management. Managers use the span of control to
achieve effective control over the business.
UNIT III –SPAN OFCONTROL
Factors Affecting Span of Management
UNIT III –SPAN OFCONTROL
Factors Affecting Span of Management :
Adequate Supervision
The managers’ span should be determined to achieve adequate supervision. The
employees who need more guidance can be placed under a narrow span.
Nature and Complexity
A narrow span is suitable when the nature of work is complex and needs more
focused supervision. In contrast, a wide span is suitable for repetitive work that is less
complex.
Organizational Planning
The span of management is one of the critical factors of corporate planning. It
clarifies the reporting relationships among superiors and subordinates in the organization.
Degree of Centralization
The degree of centralization and decentralization impacts the span of management. As
centralized organizations have a narrow span of management and vice versa.
UNIT III –SPAN OFCONTROL
Geographic Proximity
The scattered organization results in a narrow span as supervision is required at every
location. Whereas the organization situated at a single premise can use a wide span of
management.
Stability
The organizations running for a long term generally have a wide span, as their goals
are clearly defined, and the nature of work is known to all.
Effective Communication
A specified span of control can result in effective communication in the organization.
It reduces confusion, and communication takes place through a proper channel.
UNIT III –SPAN OFCONTROL
Qualification of Manager
The span of control largely depends on the capability of the manager or superior.
If the superior is more qualified, he can handle more numbers subordinated under
him. Whereas, if he is less capable, he can only supervise a few subordinates under him.
Delegation of Authority
Appropriate delegation of authority may be achieved by defining the number of
subordinates at each management level.
Management Levels
The greater the number of management levels, the narrower the span of management.
The lesser the number of management levels, the wider the span of control.
UNIT III –SPAN OFCONTROL
Graicunas Theory of Span of Control :
•Direct Single Relationships
•Direct Group Relationships
•Cross Relationships
UNIT III –SPAN OFCONTROL
Direct Single Relationships
It shows the number of direct individual
relationships with the subordinates. The number of
relationships equals the number of subordinates
under a superior.
Formula: Direct Single Relationships =
Number of subordinates (n)
For example, a manager ‘P‘ has three
subordinates, R, S and T.
The direct relationships between them will be as
follows:
P with R
P with S
P with T
UNIT III –Graicunas Theory of Span of Control
Direct Group Relationships
It depicts all possible relationships between the
superior and his subordinates.
Formula: Direct Group Relationships = n(2(n-1) -
1) or n(2n/2-1)
Based on the example given above, the number of
direct group relationships will be:
= 3(2(3-1) -1)
=9
Following will be the relationships between P, R, S
and T:
P with R in the presence of S
P with R in the presence of T
P with R in the presence of S and T
P with S in the presence of R
P with S in the presence of T
P with S in the presence of R and T
P with T in the presence of R
P with T in the presence of S
P with S in the presence of R and S
UNIT III –Graicunas Theory of Span of Control
It shows the interpersonal relationships between the
subordinates under a single executive. The subordinates also
interact with each other in the organization. The conflicts
and issues between them must be taken care of by the
superior heading them.
Formula: Cross Relationships = n (n-1)
The cross-relationship in the above example will be:
=3(3-1)
=3(2)
=6
Six cross relationships between P, R, S and T are as follows:
R with S
S with R
S with T
T with S
R with T
T with R
UNIT III –Graicunas Theory of Span of Control
Total Relationships
The total number of relationships which can exist under an executive can be calculated using
the formula given below:
Total Relationships = n(2(n-1) + n – 1) or n(2n/2 + n – 1)
The total relationships for the preceding example will be:
= 3(2(3-1) + 3 – 1)
= 18
According to Graicunas, a supervisor must thoughtfully increase his span. The complexity
and number of relationships increase with every addition, which may become challenging to
manage.
He also prescribed that a manager can manage up to 222 relationships under him,
which means his span of control will be 6. One can effectively manage 6 subordinates
under him.
