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PRESENTED BY

SHANKAR JYOTI SAIKIA PRITAM NAYAK MOHD. AMIN AHMED RAJPRATIM SARMA RUPAM KUMAR ANURAG HANDIQUE BISHWAJIT PATHAK RAJU DAS SATYAJIT DAS SIDDHARTHA NEOG

INTRODUCTION
In any organization people normally work together to achieve a specific goal. The structure of an organization is dependent on the interpersonal relationships between supervisors and subordinates. These associations may specify the number of subordinates that any supervisor in any organization can effectively supervise. The interpersonal relationships in construction organization play an important role in defining the procedure and level of delegation that can be given. Span of control or span of management is a dimension of organizational design measured by the number of subordinates that report directly to a given manager. This concept affects organization design in a variety of ways, including speed of communication flow, employee motivation, reporting relationships, and administrative overhead. Span of management has been part of the historical discussion regarding the most appropriate design and structure of organizations

DEFINITION
Span of Management in simple words is the limit to the number of persons a manager can supervise. This limit varies depending on the situation. Span of management is also referred by many other names. It is often known as 'Span of Supervision' or 'Span of Attention'. However, the term 'Span of Management' suits as the most appropriate name, since control and supervision are the elements of management.

HISTORY OF SPAN OF MANAGEMANT


The concept of Span of Control was developed, introduced and popularized by British Army General Sir Ian Standish Monteith Hamilton (1853-1947) through his 1921 published book titled "The soul and body of an army.

TYPES OF SPAN OF MANAGEMENT

Span of management

Narrow span

Wider span

WIDER SPAN OF CONTROL


Wider span of control also known as flat organization implies few levels of supervision. It is one in which a manager can supervise and control effectively a large group of persons at one time. Manager

Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7

WIDER SPAN OF CONTROL


Advantages A wide span of management forces managers to develop clear goals and policies, delegate tasks effectively and select and train employees carefully. Since employees get less supervision, they tend to take on more responsibility.

WIDER SPAN OF CONTROL


Disadvantages Managers with a wide span of control might become overload. Managers might lose control over their subordinates. Requires exceptional quality of managers.

NARROW SPAN OF MANAGEMENT


It means a single manager or supervisor oversees a few subordinates. This give rise to a tall organizational structure.

NARROW SPAN OF MANAGEMENT


Advantage: Managers can have a close supervision. Managers can control their subordinates effectively. Fast communication between subordinates and superiors.

NARROW SPAN OF MANAGEMENT


Disadvantages Superiors tend to get too involved in subordinates work. Many levels of management. High cost due to many levels. Excessive distance between lower level and top level.

Geographical dispersion Capability of workers Capability of boss Similarity of task Required administrative tasks Degree of Centralization Time available for subordinates

REFERENCE :
Allen L.A.; Management and Organization MGH Book Co., New York. Koontzn, H and O'Donnell.; Essentials of Management Tata MGH www.wikipedia.org www.tutor2u.net

CONCLUSION
Narrow span or Wider span? So the question remains which type of span of management is best suited. This question can only be answered after a organization assess its own condition and considers the various factors affecting span of management. A small organization can opt for a shallow structure with few levels of management, while a large organization may opt for maximizing the span of management to prevent the structure becoming too tall.