Chain of Command & Span of Control

Actively participated in class presentations (6 Minutes) at ICMAP and got outstanding position.

1. Organizational Structure Work Specialization Departmentalization Centralization & Decentralization C HAIN of C OMMAND S PAN of C ONTROL Formalization Six Key Elements of Organization Structure Muhammad Ejaz Semester 3 Section A Enterprise Management Sir Hafeez ur Rehman

2. Contents Chain of Command Three factors to understand Chain of Command Span of Control Organization Chart Advantages and Disadvantages of Span of Control Real Organization Chart Holacracy

3. Chain of Command Flow (delegation and use) of Authority Responsibility At every Level From Top to Bottom Within Organization Why Chain of Command? What would you do? Who reports to whom? To whom should you go if have some issues/problems?

4. Three factors help to understand chain of command Authority The rights inherent in a managerial position Line Authority Staff Authority Acceptance theory of authority Responsibility Managers use their authority to assign task Subordinate is willing to feel obligation Unity of Command A person should report to only one manager

5. Span of Control “The number of subordinates  that manager or supervisor can efficiently and effectively manage / Control” These numbers varies with the Type of work Complexity Variable work reduces it to 6 whereas  routine, fixed work increases it to 20 or more. Types of control according to Structure Narrow Span of Control (Tall) Wide Span of Control (Flat)

6. Organizational Chart

7. Advantages of Chain/Span of Command Clear reporting relationship exist Unity of Command Responsibility and accountability are clearly assigned Employees are not confused about whom to go to for resources , assistance , and feedback It assistant customers to whom they should contact Office Politics Time consuming for some decisions Jobs are no longer rigidly defined employees empowerment Position Power Bureaucracy High Compensation Costs Limited Initiative Disadvantages of Chain/Span of Command

8. H OLACRACY A Complete System for Self Organization

9. In Traditional Companies Job descriptions Each person has exactly one job . Job descriptions are imprecise , rarely updated , and often irrelevant .  Delegated Authority Managers loosely delegate authority . Ultimately, their decision always trump . Big Re-Orgs The org structure is rarely revisited , mandated from the top. Office Politics Implicit rules slow down change and favor people “in the know”. With Holacracy Roles Roles are defined around the work , not people , and are updated regularly . People fill  several roles . Distributed Authority Authority is truly distributed to teams and roles . Decisions are made locally . Rapid Iterations The org structure is regularly updated via small iterations. Every team self-organizes . Transparent Rules Everyone is bound by the same rules , CEO included. Rules are visible to all .