Span of Control /Graicunas theory of Span of Control
The term ‘Span of Control’ is also known as ‘Span of supervision’ and ‘Span of authority. It represents a numerical limit of subordinates to be supervised and controlled by a manager. It is an important principle of sound organisation. This principle is based on the theory of relationships propounded by V. A. Graicunas, a French management consultant. Graincunas analysed superior subordinate relationship and developed a mathematical formula based on the geometric increase in complexities of managing as the number of subordinates increases.
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 tend to be flat and wide. Presumably the possibility of communication blockages would be minimised because more people report directly to the top executive. If the span is small, the structure would be narrow and deep. There would be more levels in the organisation. More people will have to communicate to the top manager through intervening layers of executives. The possibility of communication blockages and historitions would increase.
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:
1. Ability of the Managers: Individuals 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.
2. Time available for Supervision: The span should be narrow at the higher levels because the managers have less time available for supervision. They have to devote the major portion of their time to planning, organising, directing, and controlling,. Each to manager will delegate the task of supervision to his subordinates who have to devote comparatively less time on the important functions of management.
3. Nature of Work: When the spans are narrowed, the levels in the organisation increase. 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.
4. 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.
5. Degree of Decentralization : Under decentralization, the power to make decisions is delegated to the lower levels. T he span of management will be narrow in such cases so as to exercise more and more control..
6. 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.
7. Control Mechanism: The span of control also depends upon the control mechanism being followed. Control may be followed either through person supervision or through reporting. The former favors narrow span and the latter favors a wide span.
