LECTURE LINK 7-4
Choosing the Right Span of Management
No formula exists for determining the ideal span of control. Several factors affect the
number of people a manager can effectively supervise. Variables in span of control include the
following:

Capabilities of the manager. The more experienced and capable a manager is, the
broader the span of control can be. (A large number of workers can report to that
manager.)

Capabilities of the subordinates. The more the subordinates need supervision, the
narrower the span of control should be. Employee turnover at fast-food restaurants,
for example, is often so high that managers must constantly be training new people
and thus need a narrow span of control.

Geographical closeness. The more concentrated the work area is, the broader the
span of control can be.

Functional similarity. The more similar the functions are, the broader the span of
control can be.

Need for coordination. The greater the need for coordination, the narrower the span
of control might be.

Planning demands. The more involved the plan, the narrower the span of control
might be.

Functional complexity. The more complex the functions are, the narrower the span
of control might be.
Other factors to consider include the professionalism of superiors and subordinates and
the number of new problems that occur in a day. In business, the span of control varies widely.
The number of people reporting to a company president may range from 1 to 80 or more. The
trend is to expand the span of control as organizations reduce the number of middle managers and
hire more educated and talented lower-level employees. That is all included in the idea of
empowerment. It’s possible to increase the span of control as employees become more
professional, as information technology makes it possible for managers to handle more
information, and as employees take on more responsibility for self-management.