Concept of span of control refers to the number of subordinates that a manager can supervise effectively. This idea is at the core of formal organization theory as traditional principles greatly emphasize co-ordination exercised through the superior. Classical theorists advocate one narrow span of control. However, the exact number of subordinates that can be effectively managed by one superior depends upon several factors such as:
(1) Capacity of Superior:
The superior’s ability to understand problems, getting along with people, ability to command respect and loyalty, leadership and decision-making styles, ability to manage conflicts, ability to cope with stress and emotional resilience determine the number of subordinates he can manage effectively. Span of control also depends on the availability of time for reflection and supervision.
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(2) Capacity of Subordinates:
If the subordinates are well educated with adequate training and job experience, competent, motivated and mature, span of control can be wide.
(3) Nature of Work:
If the tasks to be performed by subordinates are complex, the span of control should be small. According to Jackson and Morgan (1982), the more a subordinate’s job involves variety, unpredictability, discretion and responsibility, the smaller the span is likely to be.
(4) Degree of Decentralization and Delegation:
Optimum span of control depends on the manager’s ability to delegate and create a participative environment.
Thus, span of control depends upon situational factors. A tall organizational structure has a shorter span of control whereas a flat organizational structure has a larger span of control. Shorter span is necessary at higher levels of management and when close control is required.