Span OF Management

Described about span of management and also about Graicunas Theory of Model

1. SPAN OF MANAGEMENT Graicunas theory or model Name : Sheela

2. Span of management : The term originated from military. But now used in business management. Also known as “Span of control”, “Span of supervision” and “Span of authority”. It refers to the number of subordinates who can be managed effectively by a superior. It also refers to the number of subordinates who report directly to specific manager. Manager should neither have too many or too few subordinates.

3. Deciding the number of subordinates : Classical writers have suggested 3 to 8 subordinates are ideal. GRAICUNAS , a French management consultant has given a mathematical formula for the number of subordinates. According to him, as the number of subordinates increases arithmetically ( like1,2,3,4,5,6, etc.), the number of relationships which the superior has to control increases geometrically (like 1,6,18,44,100,244, etc.)

4. Graicunas has identified 3 types of superior subordinate relationships Direct Single Relationship. Direct Group Relationship. Cross Relationship.

5. Direct Single Relationship Arise from the direct individual contacts of the superior with his subordinates. Thus, if there are 3 subordinates (1,2,3) under supervisor, there will be 3 direct single relationships. Formula : n (Number of subordinates)

6. HOW TO SOLVE

7. Direct Group Relationship It is the relationship that arise between a manager and group of subordinates. The supervisor has to manage his/her group relations between each group of individuals. With 3 subordinates, the supervisor is managing 9 groups. Formula : n[2^n-1-1]

8. HOW TO SOLVE

9. Cross Relationships This relationship arise among subordinates themselves working under a manager. The supervisor has to manage each individual in the team. Thus, there are 6 relationships within his subordinates. formula : n[n-1]

10. HOW TO SOLVE

11. Total Number Of Relationships The last formula reveals that possible relationships with variable number of subordinates rise very rapidly as shown in the following table. Formula : n[2^n/2 + (n-1)]

12. HOW TO SOLVE

13. Impact of Span Of Supervision : The number of persons an executive supervises has an important influence on the nature of organisation structure. If the span is large, it means that fewer levels are needed in the organisation. The structure would lead to be flat and wide. Subordinates who are skilled, efficient, knowledgeable, trained and competent requires less supervision, and therefore, the supervisor may have a wider span in such cases as compared to inexperienced and untrained subordinates who requires greater 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.

14. Types of Span Of Supervision : Wide span of supervision ( Flat Structure) Narrow span of supervision ( Tall Structure)

15. Wide Span Of Supervision When the span of supervision is wider, the number of executives needed to supervise the workers will be less. This will make organisation structure wide. Such a structure would be less expensive because of less overhead costs of supervision. Since the number of levels is less, there will be better communication between worker and the management and better coordination. However, the quality of performance is likely to deteriorate because one executive cannot effectively supervise a large number of subordinates. He will not be able to devote sufficient time in directing each and every subordinate.

16. Wide span or Flat Structure

17. Narrow Span Of Supervision This means a single or supervisor oversees few subordinates. This gives a rise to a tall organisation structure. There will also be a problem of effective coordination of the activities of different persons in the organisation because of more levels of executives. However, the narrow span of supervision has a benefit of better personal contacts between the supervisors and the subordinates. It facilities tight control and close supervision. Tall organisation structure gives sufficient time to an executive for development relations with the subordinates.

18. Narrow Span or Tall Structure

19. Factors Determining Span Of Supervision : The span of control varies from individual to individual, time to time and place to place. The factors which determine the span of control are discussed below : ABILITY OF THE MANAGER : Individual differ in various qualities like leadership, decision making and communication. The span may be wider if the manager possesses these skills in greater degree as compared to others. TIME AVAILABLE FOR SUBERVISION : The span should be narrow at the higher levels because top managers have less time available for supervision. They have to devote the major portion of their time to planning, organising, directing and controlling. Each manager need to focus on important functions of the management.

20. NATURE OF WORK : When the span are narrowed, the levels in the organisation increases. This involves delegation of authority and responsibility. If the work is of a routine and repetitive nature, it can easily be delegated to the subordinates. CAPACITY OF SUBORDINATES : If the subordinates are skilled, efficient and knowledgeable, they will require less supervision. In such a case, the superior may go in for a wider span. DEGREE OF DECENTALISATION : Under decentralisation, the power to make decisions is delegated to the lower levels. The span of management will be narrow in such case so as to exercise more and more control. EFFECTIVENESS OF COMMUNICATION : An effective system of communication in the organisation favours large number of levels because there will be no difficulty in transmission of information in spite of a large number of intervening layers.

21. CONTROL MECHANISM : The span of control also depends upon the control mechanism being followed. Control may be followed either through personal supervision or through reporting. The former favours narrow span anf the latter favours a wide span. To sum up, it can be said that an executive should be expected to supervise a reasonable number of subordinates. What is reasonable depends on a variety of factors like individual difference in executives, number and capacity of subordinates, like nature of work, availability of time, ease of communication, internal checks and controls and degree of delegation in the organisation.