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DESIGNING HIGH PERFORMANCE JOBS

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Improving the performance of key jobs is


often as simple-and as profound-as
changing the resources they control and
the results for which they are
accountable.
by Robert Simons

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FOUR BASIC QUESTIONS


What resources do I control to accomplish my

tasks?
What measures will be used to evaluate my
performance?
Who do I need to interact with and influence
to achieve my goals?
How much support can I expect when I reach
out to others for help?

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DIFFERENT SPANS OF A
JOB
1. Span of Control
2. Span of Accountability
3. Span of Influence
4. Span of Support

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SPAN OF CONTROL
It defines the range of resources not only
people but also assets and infrastructure for
which a manager is given decision rights.
Span of control in wal-mart
narrow

wide

Few resources

Many resources
STORE
MANAGER

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CORPORATE
MERCHANDISING MANAGER

SPAN OF
It refers to the range of trade-offs affecting the
ACCOUNTABILITY
measures used to evaluate a managers
achievements in other words defines the goals
the manager is expected to achieve. It is wider
at the top and narrower at bottom level
management.

narrow

wide

Few trade-offs

Many trade-offs
faculty
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Director

SPAN OF INFLUENCE
It corresponds to the width of the net that an
individual needs to cast in collecting data,
probing for new information and attempting to
influence the work of others.

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SPAN OF SUPPORT
The final span refers to the amount of help an
individual can expect from people in other
organizational units.
It can be set anywhere from narrow to wide
depending on how much commitment from
others the person needs to implement
strategy.

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HOW TO ACHIEVE EQUILIBRIUM?


For any organization to operate at maximum
efficiency and effectiveness the supply of
resources for each job must equal the
demand. In other words span of control and
span of support must equal span of influence
and span of accountability.

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Narrow

Wide
Span of Control

Few Resources

Measures allow few


trade-offs

Interactions within
unit

Span of Accountability

Many Resources

Measures allow
many trade-offs

Span of Influence
Interactions
across units

Span of Support
No commitments of
help from others

Strong commitments of
help from others

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ADJUSTING SPANS OF JOB DESIGN


SPAN

TO NARROW THE SPAN

Control

Reduce resources
allocated to specific
positions or unit.

Accountability

Standardize work by
using measures (either
financial, such as lineitem budget expenses,
or non financial, such as
head count) that allow
few trade-offs.

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TO WIDEN THE SPAN


Allocate more people,
assets and infrastructure.

Use non financial


measures (such as
customer satisfaction)
or broad financial
measures that allow
many trade-offs.

SPAN

TO NARROW THE SPAN

TO WIDEN THE SPAN

Influence

Require people to pay


attention only to their
own jobs, use single
reporting lines and
reward individual
performance

Inject creative tension


through structures,
systems and goals.

Support

Use leveraged, highly


individualized rewards
and clearly single out
winners and losers.

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Build shared
responsibilities through
purpose and mission,
group identification,
trust and equity based
incentive plans

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