SPAN OF CONTROL

MEANING,IMPORTANCE AND FACTORS

SPAN OF CONTROL
 SPAN OF CONTROL
Span of management is also known as Span of
control, Span of supervision, Span of authority and
Span of responsibility. It indicates the number for
people directly managed effectively by a single
person.
A sound organization depends upon the effective
performance of work by the executives. So, the
executives should neither be overloaded nor be idle
SPAN OF CONTROL
SPAN OF CONTROL
SPAN OF CONTROL
SPAN OF CONTROL
 SPAN OF CONTROL
Graicunas theory of span of management
A management expert named V.A. Graicunas
contributed much to the Span of Management
Theory. His theory identifies the relationship
prevailing between the superior and the
subordinates Graicunas theory of span of
management
The relationships are classified into three categories.
They are given below:
• Direct single relationship
• Direct group relationship
• Cross relationship
SPAN OF CONTROL
 1. Direct Single Relationship:
 This refers to relationships that are easily and

clearly recognized by the individuals who are his

immediate subordi­nates. They are equal to the
number of subordinates supervised. For example,
if A has three subordinates, there would be three
direct single relationships. This has been identified
as Number of direct relationships = n X –Superior
A,B,C- Subordinates direct relations 1 X to A
2 X to b
3 X to C
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SPAN OF CONTROL
 2. Direct Group Relationships:
 This means the group relationships between the

superior and each possible combination of

subordinates. A manager has occasions to consult,
confer, advise, inform or discuss with every
subordinate or any number of them or all of them
in attendance. This type of relationship arises
between the superior and his group of
subordinates in all possible combinations.
 Example: A manager having three subordinates

would have three direct group relationships.

 Formula = n (2n-1 -1) where n represents the

number of subordinates.
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Direct Group Relations
n (2n-1 -1)
3 (23-1 -1) = 9 relations
1. X to AB
2. 2 X to BA
3. 3 X to BC
4. 4 X to CB
5. 5 X to CA
6. 6 X to AC
7. 7 X to ABC
8. 8 X to BCA and 9 CAB
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 3. Cross Relationship:
 Cross relationships are mutual relationships

among subordinates necessary for working under

the same superior. This result from the need of the
subordinates of a common superior to consult with
one another.
 Resulting from the above analysis of the three

kinds of relationships, Graicunas developed the

following formula to give the total number of all
the three kinds of relationships where n = number
of subordinates.
 n(n-1) 3(3-1)=6
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SPAN OF CONTROL
Cross relations between subordinates.
1 A To B
2 B to C
3 C to A
4 A to BC
5 B to AC
6 C to AB
Total relations = direct + group + cross= 3+9+6
=18
(2n/2 + n – 1) n=3 (23/2 + 3 – 1) =3(6)=18 relations
SPAN OF CONTROL
FACTORS AFFECTING SPAN OF
CONTROL
There are a number of factors that influence or determine the span of
supervision in a particular organization, the most important of these are as
follows:
1. The Capacity and Ability of the Executive:
The characteristics and abilities such as leadership, administrative capabilities,
ability to communicate, to Judge, to listen, to guide and inspire, physical vigor
etc. differ from person to person. A person having better abilities can manage
effectively a large number of subordinates as compared to the one who has
lesser capabilities.
2. Competence and Training of Subordinates:
Subordinates who are skilled, efficient, knowledgeable, trained and competent
require less supervision, and therefore, the supervisor may have a wider span in
such cases as compared to inexperienced and untrained subordinates who
require greater supervision.
FACTORS AFFECTING SPAN OF
CONTROL
3 Nature and importance of work to be supervised is another factor that
influences the span of supervision. The work involving routine,
repetitive, unskilled and standardized operations will not call much
attention and time on the part of the supervisor. As such, the
supervisors at the lower levels of organization can supervise the work of
a large number of subordinates. On the other hand, at higher levels of
management, the work involves complex and a variety of Jobs and as
such the number of subordinates that can be effectively managed
should be limited to a lesser number.
4. Time Available for Supervision:
The capacity of a person to supervise and control a large number of
persons is also limited on account of time available at his disposal to
supervise them. The span of control would be generally narrow at the
higher levels of management because top managers have to spend their
major time on planning, organizing, directing and controlling and the
time available at their disposal for supervision will be lesser. At lower
levels of management, this span would
FACTORS AFFECTING SPAN OF
CONTROL
5. Degree of Decentralization and Extent of Delegation:
If a manager clearly delegates authority to undertake a well- defined task, a well
trained subordinate can do it with a minimum of supervisor’s time and attention.
As such, the span could be wide. On the contrary, “if the subordinate’s task is not
one he can do, or if it is not clearly defined, or if he does not have the authority to
undertake it effectively, he will either fail to perform it or take a disproportionate
amount of the manager’s time in supervising and guiding his efforts.”
6. Effectiveness of Communication System:
The span of supervision is also influenced by the effectiveness of the
communication system in the organization. Faulty communication puts a heavy
burden on manager’s time and reduces the span of control. On the other hand, if
the system of communication is effective, larger number of managerial levels will
be preferred as the information can be transmitted easily. Further, a wide span is
possible if a manager can communicate effectively . If plans and policies are clear
and easily understandable, the task of supervision becomes easier and the span of
management can be wider. Effective planning helps to reduce frequent calls on the
superior for explanation, instructions and guidance and thereby saves in time
available at the disposal of the supervisor enabling him to have a wider span.
Ineffective plans, on the other hand, impose limits on the span of management.
 FACTORS AFFECTING SPAN OF
CONTROL
7. Quality of Planning:
If plans and policies are clear and easily understandable, the task of
supervision becomes easier and the span of management can be wider.
Effective planning helps to reduce frequent calls on the superior for
explanation, instructions and guidance and thereby saves in time available at
the disposal of the supervisor enabling him to have a wider span. Ineffective
plans, on the other hand, impose limits on the span of management.
8. Degree of Physical Dispersion:
If all persons to be supervised are located at the same place and within
the direct supervision of the manager, he can supervise relatively more
people as compared to the one who has to supervise people located at
different places.
9. Assistance of Experts:
The span of supervision may be wide where the services of experts are
available to the subordinate on various aspects of work. In case such services
are not provided in the organization, the supervisor has to spend a lot of time
in providing assistance to the workers himself and as such the span of
control would be narrow.
FACTORS AFFECTING SPAN OF
CONTROL
10. Control Mechanism:
The control procedures followed in an organization also influence the span
of control. The use of objective standards enables a supervisor ‘management
by exception’ by providing quick information of deviations or variances.
Control through personal supervision favors narrow span while control
through objective standards and reports favor wider span. Certain enterprises
change much more rapidly than others. This rate of change determines the
stability of policies and practices of an organization. The span of control
tends to be narrow where the policies and practices do not remain stable.
11. Dynamism or Rate of Change:
Certain enterprises change much more rapidly than others. This rate of change
determines the stability of policies and practices of an organization. The span
of control tends to be narrow where the policies and practices do not remain
stable.
12. Need for Balance:
According to Koontz and , “There is a limit in each managerial position
to the number of persons an individual can effectively manage, but the exact
number in each case will vary in accordance with the effect of underlying
variable and their impact on the time requirements of effective managing.”