3.

controlling activities are more tight; and

4. there is more time for rewarding behavior.

Span of control is wide when there are many subordinates reporting to a supervisor. The
following characteristics are inherent to an organization with wide span of control:
1. employees work with little supervision;
2. there is a high level of delegation of authority;
3. controlling is lighter; and
4. there is less time for rewarding behavior.

The appropriate span of control will depend on the situation. Neither the narrow or the wide of
span of control is applicable to all types of situations. Figure 44 shows the situations appropriate for
narrow span of control. There are also situations appropriate for the wide span of control and these are
shown in Figure 45.

Tasks performed by
Non-Professional
1 Subordinates 2 subordinates contain
frequent and hard-to-
solve problems

Subordinates
3 have little
training

NARROW
Subordinates SPAN
are scattered
4 throughout a
wide area

More interaction
is required
5 between superior
and subordinate

When tasks among

6 subordinates are not
similar

When tasks are Tasks of subordinates

performed 8 require integration
7 without specific
and uniform
procedures
Figure 44
SITUATIONS APPROPRIATE FOR NARROW SPAN OF CONTROL
 Tasks performed
Professional 2 are routine and
1 subordinates simple

Subordinates
3 are fully
trained WIDE
SPAN

Subordinates
4 are located in
one office

Less interaction is
5 required between
supervisors and
subordinates

Task among
6 subordinates
are similar

Tasks are Tasks of

7 performed with 8 subordinates
uniform and do not require
specific integration
procedures

Figure 45
SITUATIONS APPROPRIATE FOR WIDE SPAN OF
CONTROL
Coordination. Another basic element considered in designing the organizational structure is
coordination. This term refers to the linking of activities in the organization that serve to achieve a
common goal or objective.³
 As the job is divided into several tasks and each is assigned to a corresponding unit, there is a risk
that one task may be done too well or too early to the detriment of the other tasks. For instance, a
company's aggressive sales force may not be matched by the ability of the manufacturing unit to produce
what can be sold. This kind of problem may be minimized if the activities of the various units are
properly coordinated. Such requirement must be incorporated in the design of the organizational structure.
 3. controlling activities are more tight; and
4. there is more time for rewarding behavior.

Span of control is wide when there are many subordinates reporting to a supervisor. The
following characteristics are inherent to an organization with wide span of control:
1. employees work with little supervision;
2. there is a high level of delegation of authority;
3. controlling is lighter; and
4. there is less time for rewarding behavior.

The appropriate span of control will depend on the situation. Neither the narrow or the wide of
span of control is applicable to all types of situations. Figure 44 shows the situations appropriate for
narrow span of control. There are also situations appropriate for the wide span of control and these are
shown in Figure 45.
 Coordination. Another basic element considered in designing the organizational structure is
coordination. This term refers to the linking of activities in the organization that serve to achieve a
common goal or objective.³
 As the job is divided into several tasks and each is assigned to a corresponding unit, there is a risk
that one task may be done too well or too early to the detriment of the other tasks. For instance, a
company's aggressive sales force may not be matched by the ability of the manufacturing unit to produce
what can be sold. This kind problem may be minimized if the activities of the various units are properly
coordinated. Such requirement must be incorporated in the design of the organizational structure.