DELEGATION AND

DECENTRALIZATION
OR
SPAN OF CONTROL
BUSINESS MANAGEMENT

Month
23 november,2021
INTRODUCTION
.DELEGATION AND DECENTRALIZATION
Delegation means handing over an authority from
one person of high level to the person of low level.
Decentralization is the final outcome achieved,
when the delegation of authority is performed
systematically and repeatedly to the lowest level.

. SPAN OF CONTROL
“A Span of control is the number of subordinates
that an executive supervises.”

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 types
. Span of control is of two types.

.Narrow span of control: Narrow

Span of control means a single
manager or supervisor oversees
few subordinates. This gives rise to
a tall organizational structure.
.Wide span of control: Wide span
of control means a single manager
or supervisor oversees a large
number of subordinates.
.

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 . NEED…..
difference Delegation is almost essential for
the management to get things
done in the organization i.e.,
delegating requisite authority for
DELEGATION performance of work assigned.
AND Decentralization may or may not
be practised as a systematic policy
DECENTRALIZATION in the organization.
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As per article relating organizational structure climate with knowledge management, organizational climate plays an
important role on employees' behaviour. The same concept held true in case of Tata motors. They are having frequent
interactions with their employees. & workers, formally & informally which helps employees to feel more bounded
with. organization. Also, it helps in gathering & sharing the knowledge. As Tata motors is having relatively flat
structure, it helps them in easy interaction between various level in structure. which improves knowledge & ideas
sharing within organization. One of the article talks about product customization & organization. It also talks about
span of control & levels in structure. As Tata motors is also operates with less levels of organizational structure, it is
having narrow span of control. Article also relates. environmental uncertainty with product customization. But for Tata
motors, environmental uncertainly effects product customization is not so clear. In decentralization, the main Tata
group has command over Tata motors, but all strategic actions & plans are taken by board of directors of Tata motors
itself. Other paper defines various impacts of organizational structure dimensions on knowledge sharing. One of the
dimensions is formalization & it defines specific role & duties for employees, their responsibilities. In Tata motors,
they follow Tata code of conduct & authority matrix which helps them to identify different responsibilities and
decision making powers of an individual both functionally and financially. Other dimension is coordination. In Tata
motors, they are having newsletters and house magazines published monthly for each division and are circulated
though out the company. Also regular emails/correspondence from Chairman, MD and CFO are circulated on regular
basis. The higher level management is always accessible to the lower level. This helps them to gather, share & spread
the knowledge. ideas very easily from level to level. In today's world of computerization all the activities are need to
be computed and all the data is to be maintained precisely to take the major management decision. Based on this data
all the activities of the all departments like production, manufacturing, purchase, finance, operations, etc can be
interlinked. Thus the article gives the importance of Information Technology on organizational structure & mostly
about Enterprise Resource Planning (ERP). During the initial years in 90s, TATA Motor having efficient software that
monitor all the activities. of the organization. Nowadays, the TATA Motors is using various software like for ease of
all these activities like ERP & SAP also various design software like CATIA, UG, AUTO CAD, etc.
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Big Image Slide
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