SPAN OF MANAGEMENT/SPAN OF

CONTROL/Span Of Supervision
 Learning Outcome
 Able to understand the concept of Span of control.

 Able to recognize the nature of Tall and Flat organizational

structure and its suitability.

 Able to understand the concept of Centralization and

Decentralization.

 Able to recognize the advantages and disadvantages of

Centralization and Decentralization.

What do you understand by Span
of Control
 INTRODUCTION

 A term originating in the military organization, but now used

most commonly in the business management.

 Span of management is also called as Span of control or Span of

supervision.

 It refers to the number of subordinates who can be managed

effectively by a superior.
 What is the Span of Control?
The number of people who report to one manager in a

hierarchy.
The more people under the control of one manager - the wider

the span of control.

Less means a narrower span of control.

 Example below shows a span of control of 4 for the Marketing

Marketing
Manager
Manager:
Marketing Market Telesales Customer Care
Assistant Researcher Supervisor Assistant
 Definition
 Span of control simply refers to the number of employees

that a manager can supervise effectively at any given time

without compromising his or her own performance, or that

of the employees he or she manages.

Hindle, 2008
 FACTORS AFFECTING SPAN OF
MANAGEMENT

 Capacity of superior.

 Capacity of subordinate.

 Nature of work.

 Degree of decentralization.
 TYPES OF SPAN OF
MANAGEMANT
 Narrow Span Of Management:- This means a single managers

or supervisor oversees few subordinates. This gives a rise to a tall

organizational structure.

 Wide Span Of Management:- This means a single managers or

supervisor oversees a large number of subordinates. This gives a

rise to a flat structure.

Narrow Span of Control
(Tall Hierarchy)

BOXES DEFINE THE LABEL OF

MANAGERS OR SUBORDINATES
Wide Span of Control
(Flat Hierarchy)
 ADVANTAGES
(TALL STRUCTURE)
 Firstly, within tall organizational structure there is a close

supervisory control because of the low span of managers.

 Secondly, it is more authorized structure.

 Thirdly, in a tall structure the responsible person is other

accountable to the higher authority.

 Fourthly, this structure enhance the control of the top regulation

over the organization.

 DISADVANTAGES
(TALL STRUCTURE)

 Firstly, employees are less motivated within this structure.

 Secondly, tall structure creates communication barriers

between the upper and lower management.

 Thirdly, less benefit and rewards are given to the body in the

tall organization.
 ADVANTAGES
(FLAT STRUCTURE)
 Flat organization is less costly.

 Quick decision and action can be taken.

 Fast and clear communication .

 Subordinates are free from close and strict supervision and

control.
 Superior may not be too dominating because of large number of

subordinates.
 DISADVANTAGES
(FLAT STRUCTURE)
 There are chances of loose control because there are many

subordinates under one managers.

 The discipline in the organization may be bad.

 The relation between the superior and subordinate may be bad.

 Close and informal relation may not be possible.

 Because of all these the quality of performance may be bad.

 Difference b/w Narrow and Wide
span of control
Narrow Span Wider Span
Close supervision and direct Supervisor is overloaded, so loose
control. the control.
Many levels of management, Low management overhead,
High cost of management staff. better operational cost and profit
margins.
Less independence and decision Encourages empowerment
authority for subordinates through delegation of authority
and decision making.
Larger distance between top Employees have better
management and operational communication with the top
management. Communication is management.
poor.
 Conclusion
 Narrow span of management is more costly compared to wide span

of management as there are large number of superior/managers and

thus there is great communication issues too between various

management levels.

 Therefore, looking into the cost of employment of personnel and

their availability, it is preferable to go for wider span of

management.
 CENTRALIZATION
&
DECENTRALIZATION
OF AUTHORITY
 INTRODUCTION
 Henri Fayol (was a French mining engineer and director of mines

who developed a general theory of business administration. 

 He and his colleagues developed this theory independently of

scientific management but roughly contemporaneously.

 He was one of the most influential contributors to modern concepts

of management.
 Fayol has introduced the 14 principles of management which are

very dynamic in nature.

 Among those the 8th principle is CENTRALIZATION AND

DECENRALIZATION.
“Centralization” is the systematic and consistent reservation of
authority at central points in the organization.
“Decentralization” is a systematic delegation of authority at all
levels of management and in all of the organization.
 Advantages of Centralized
Organizational Structure

 Reduced cost

 Uniformity in action

 Flexibility

 Improved quality of work

 Disadvantages of Centralized
Organizational Structure
 Delay in work

 No loyalty

 No special attention
 Advantages of Decentralized
Organizational Structure
 Distribution of burden of top executive

 Increased motivation and morale

 Greater efficiency and output

 Quick and better decision

 Better Co-ordination
 Disadvantages of Decentralized
Organizational Structure

 More cost

 Need more specialists

 No uniform action

 No equitable distribution of work

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 THANK
YOU