What Is The Span of Control? Span of Control In A Nutshell

Q: What is span of control with example?

In the case of a company like Airbnb , you have a flat organizational structure with product teams organized around critical products. In an organization like Apple today, at its scale, it works more as a hierarchical organization, with some product-based grouping between some key divisions.

Span of control is a human resource management term referring to the number of subordinates a supervisor is responsible for managing. Span of control refers to the number of subordinates under the direct control of a manager or leader. For example, a manager responsible for seven subordinates has a span of control of seven. Usually the span of control can go from narrow (more hierarchical) and wide (flatter organization).

Component	Framed within Span of Control	Analysis	Examples	Applications
Number of Subordinates	Directly managed subordinates within a span.	Consider optimal ratios for effective supervision.	A team lead managing 5 software developers.	Determining management hierarchy in organizations.
Managerial Level	Hierarchical level of management and its impact.	Higher-level managers often have wider spans.	Department manager overseeing team leads.	Designing management structures for efficiency.
Managerial Skills	Skills like delegation, leadership, and more.	Competencies that enhance span effectiveness.	A manager skilled in team motivation.	Training programs to develop managerial abilities.
Organizational Structure	Influence of organization’s structure on span.	Flat structures may allow wider spans.	A matrix organization with dual reporting.	Aligning span with organizational design.
Communication Systems	Role of effective communication within the span.	Efficient systems foster coordination.	Use of digital tools for real-time updates.	Implementing communication technologies.
Supervisory Responsibilities	Specific tasks assigned to a manager.	Defines the scope of management duties.	Supervisor overseeing performance reviews.	Clarifying roles and responsibilities for managers.
Work Complexity	Complexity of tasks performed by subordinates.	Complex tasks may require narrower spans.	Managing a team of researchers in R&D.	Adapting span to the nature of the work.
Industry and Sector	Industry norms and sector-specific standards.	Spans vary in healthcare vs. tech industries.	Healthcare nurse supervisors vs. IT managers.	Industry-specific span considerations.
Organizational Culture	Influence of culture and values on span.	Values may prioritize closer supervision.	A culture of autonomy vs. strict compliance.	Aligning span with cultural expectations.
Technology and Tools	Impact of modern tech and management tools.	Tech facilitates wider spans through connectivity.	Cloud-based project management platforms.	Leveraging tech for efficient management.

Table of Contents

Understanding the span of control

Span of control can be used to measure the efficiency of an organization provided it is considered in the context of organizational structure.

Typically, span of control is either narrow or wide, with each having its strengths and weaknesses.

Narrow span

Narrow span is associated with a hierarchical organizational structure with many reporting levels.

Management spends more time supervising subordinates and there are more opportunities for growth and development.

However, a narrow span tends to be more expensive as it necessitates the recruitment of comparatively more management staff.

The supervisory nature of hierarchical organizations can also lead to micromanagement and less subordinate empowerment if it is misused.

Other characteristics of a narrow span of control include:

Closer supervision – with fewer subordinates under one manager, the latter can provide more frequent and detailed supervision. This reduces employee autonomy but increases the scope for feedback, mentoring, and clarity around tasks and roles.
Communication – communication channels are typically shorter and more direct with a narrow span of control as there are less management levels. This can lead to more effective communication and faster dissemination of information.
Limited delegation – with a smaller number of subordinates able to share the workload, managers may find themselves more involved in day-to-day operations compared to a company with a wider span of control.

Wide-span

A wide span is associated with a flat organizational structure with fewer reporting levels.

Management exists to answer questions, solve problems, and encourage employee empowerment through increased responsibility and decision-making power.

Despite the benefits of a wide span, the structure can result in managers becoming overwhelmed by subordinates requiring high levels of direction, support, and supervision.

Conversely, some subordinates who prefer to receive direct instruction may experience decreased morale and job satisfaction.

Other characteristics of a wide span of control:

Increased accountability – under a wide span of control and with less detailed supervision, managers may be required to depend on performance metrics and other objective measures to assess employee performance. For some employee personality types, this will increase accountability and performance.
Enhanced decision-making – decentralized decision-making means decisions are made closer to the frontline by employees with direct knowledge of the situation. This environment encourages quick and efficient decisions and problem-solving.
Leadership skills – managers who possess wide spans of control need to be effective leaders. They must be able to direct where practicable but also have the trust to delegate more of the work to subordinates.

Hybrid

A hybrid span combines wide and narrow depending on the functions associated with a project; this gets closer to a matrix organizational structure.

What is the optimal span of control?

The optimal span of control will of course vary from one organization to the next. Management expert George P. Hattrup suggested four to five reporting levels were sufficient for all but the largest organizations.

In terms of span of control, experts suggest around 15 to 20 subordinates per manager is ideal for most modern companies.

Businesses that want a more nuanced approach to determining their span of control should consider the following points:

Culture

More relaxed and inclusive company cultures tend to favor flatter organizational structures, while more rigid and autocratic cultures tend to favor hierarchies.

Businesses need to consider their current or desired culture when determining a suitable span of control.

Task complexity

Routine, low complexity jobs require less supervision than more complex jobs that are loosely defined and require frequent expert input.

As a result, a narrow span with a higher proportion of managers is more conducive to complex task completion.

Management competence

More experienced managers have a wider span of control than less experienced managers, particularly if supervising menial, low complexity tasks.

Here, it is also useful to consider how qualified the manager is to perform technical, non-managerial aspects of their position.

Employee competence

By the same token, more experienced employees require a wider span of control with less training, direction, and delegation.

Employees with less experience will require a higher proportion of management staff.

Communication

Effective communication channels such as email, instant messaging, video conferencing, and project management tools can streamline communication between managers and their subordinates. This enables leaders to oversee numerous employees which results in a wider span of control.

Technology also enables more up-to-date information exchange, providing managers with access to real-time data about the progress of work, performance metrics, and other relevant metrics.

Based on this information, management is able to make informed decisions and provide timely feedback to a broader cohort of subordinates.

Technology

Technology also empowers employees to perform certain tasks and access information independently without supervision from managers. This can free up managers’ time and allow them to oversee more subordinates.

For example, self-service portals for HR, IT, and other administrative functions enable employees to access information and complete tasks without direct intervention from their superiors.

Technology has also proven useful in the pandemic-induced shift toward remote work and virtual teams. However, some counter that the availability of zero-cost capital since 2020 and the resultant hiring spree in some companies has increased the average manager’s span of control to unmanageable levels.

Geographical dispersion

If subordinates are spread widely over various geographical locations, it may require more effort and time for a manager to oversee and coordinate their work. This limits the number of subordinates a superior can reasonably manage and results in a narrower span of control.

Drawbacks of Span of Control

Management Overload:

Wide Span of Control: In cases where a manager has a wide span of control, they may become overloaded with supervisory responsibilities, leading to reduced effectiveness in management and oversight.
Risk of Under-Supervision: Too broad a span can lead to inadequate supervision and support for subordinates, potentially resulting in decreased performance and morale.

Communication Challenges:

Information Overload: Managers with a large number of direct reports might face challenges in maintaining clear and effective communication with all team members.
Potential for Miscommunication: Increased layers of communication in a wider span can lead to misunderstandings or dilution of messages.

Impact on Decision Making:

Delayed Decision-Making: A wide span of control can slow down decision-making processes, as managers may need more time to consult with a larger number of subordinates.
Reduced Responsiveness: In dynamic environments, a broad span can hinder a manager’s ability to respond swiftly to changes or issues.

Employee Development Issues:

Limited Individual Attention: Employees may receive less individual attention and support from their managers, which can impact their professional development and job satisfaction.
Impersonal Work Environment: A very wide span of control can contribute to an impersonal work environment, weakening team cohesion and engagement.

When to Use Wide vs. Narrow Span of Control

Wide Span of Control:

Suitable for Highly Skilled or Autonomous Workers: Where employees are experienced, skilled, and capable of working independently.
Effective in Stable Environments: Where the business environment is stable and tasks are routine or standardized.
Cost-Efficiency Considerations: In situations where reducing management layers can lead to cost savings.

Narrow Span of Control:

Complex, Specialized, or New Tasks: Where tasks are complex, require specialized skills, or are new to the team members.
High-Interaction Environments: In roles that require extensive manager-employee interaction, such as coaching, mentoring, or frequent feedback.
Rapidly Changing Industries: Where agility and quick decision-making are crucial, and closer supervision is necessary.

How to Optimize Span of Control

Assessing and Adjusting:

Evaluate Task Complexity and Team Capability: Regularly assess the complexity of tasks and the capabilities of team members to determine the optimal span of control.
Adjust According to Managerial Capacity: Consider the individual capabilities and styles of managers when determining their span of control.

Implementation Strategies:

Support for Managers: Provide adequate support and resources for managers overseeing a wide span of control, such as administrative assistance or management training.
Leverage Technology: Utilize technology for efficient communication and management processes to handle larger teams effectively.

Best Practices:

Regular Feedback Mechanisms: Implement regular feedback mechanisms to ensure that employees feel heard and supported.
Balanced Approach: Find a balance between too wide and too narrow spans of control to optimize effectiveness and efficiency.

What to Expect from Adjusting Span of Control

Organizational Impact:

Effect on Managerial Efficiency: Adjusting the span of control can significantly impact managerial efficiency and effectiveness.
Influence on Organizational Structure: Changes in the span of control can lead to shifts in organizational structure, affecting hierarchy and reporting relationships.

Potential Benefits and Challenges:

Enhanced Flexibility or Cost Savings: A wider span might lead to cost savings and increased flexibility.
Risk of Employee Disengagement: If not managed well, changes in span of control can lead to employee disengagement or decreased morale.

The span of control is a critical aspect of organizational design and management effectiveness. Balancing it requires careful consideration of various factors, including the nature of work, the skills of the workforce, the management style, and the organizational culture.

Span of control examples in business

Apple

Tim Cook took over from Steve Jobs as Apple CEO in 2011, and since that time, the number of staff who report directly to him has increased by a factor of about two.

In 2015, The State Journal Register reported that Cook had 17 direct reports – up from 9 when he succeeded Jobs.

While Apple neither confirmed nor denied the number, one could surmise from bios on the company’s executive profile page that the information was accurate.

In any case, there was much discussion about whether this extremely wide span of control was wise or even realistic.

In a 2-hour meeting with 17 people, for example, it was surmised that Cook could only speak with each individual directly for around seven minutes.

Executive director at the MIT Leadership Center Hal Gregersen noted that this would make it difficult for Cook to properly develop his team and understand their strengths and weaknesses.

In 2019, the number of direct reports had increased to 19, with Cook adding new layers of management to the company structure.

Under the CEO, executives oversee services, chips, software, AI, finance, and marketing, to name a few. This also includes Cook’s executive assistant.

The wide span of control at Apple can at least be partly explained by Cook’s leadership style.

Unlike Jobs, Cook is a consensus builder who enjoys close collaboration with his senior staff and does not involve himself in product decisions.

Nevertheless, Cook has a span of control that is more akin to a manager in a call center where the work is extremely standardized and automated.

KFC

Fast-food chain KFC has a much narrow span of control with six levels of management in its organizational structure arranged as follows:

Management board (including CEO Sabir Sami, who himself reports to the CEO of parent company Yum! Brands).
General Manager.
Assistant General Manager.
Unit (Branch) Manager, Assistant Unit Manager, and Shift Manager.
Team members, and
Workers.

At the board level, Sami is supported by seven additional executives who manage the company’s operations around the world.

These include a President, COO, and five staff in the areas of marketing, legal, digital transformation, development, and people (culture).

At lower management levels, KFC’s narrow span of control is influenced by the nature of its industry. Managers oversee cooks and cashiers in every restaurant to ensure that customers are satisfied and hygiene standards are maintained.

Like competitor McDonald’s, the narrow span of control enables KFC store management to ensure employees follow SOPs and deliver a consistent product across the company’s thousands of outlets.

While store employees are responsible for a diverse range of customer and food-related tasks, most KFC restaurants are staffed with around 5 to 10 frontline personnel who report directly to the shift or store manager.

Within stores, there may also be junior managers.

Key takeaways

The span of control is a human resource management term referring to the number of subordinates a supervisor is responsible for managing.
The span of control may be categorized in one of two ways. Wide span of control is associated with a flat organizational structure with fewer reporting levels and higher subordinate autonomy. Conversely, narrow span of control is associated with a hierarchical organizational structure with more reporting levels and decreased subordinate autonomy.
The span of control will vary from one company to the next, but there are some important points every organization should consider before choosing an approach. These include company culture, management competence, employee competence, and task complexity.

Key Highlights

Definition and Explanation: Span of Control is a concept in human resource management that refers to the number of subordinates or employees that a supervisor or manager is responsible for overseeing and managing.
Measurement and Interpretation: It’s measured by the number of direct reports a manager has. For instance, if a manager is responsible for seven subordinates, their span of control is seven. The concept is crucial in understanding organizational structure and managerial effectiveness.
Two Categories of Span of Control:
- Narrow Span: Associated with a hierarchical organizational structure with many reporting levels. Involves closer supervision, more growth opportunities, but can be expensive and lead to micromanagement.
- Wide Span: Connected to a flat organizational structure with fewer reporting levels. Focuses on empowering employees, effective communication, and quicker decision-making. However, it can lead to overwhelmed managers and reduced subordinate morale.
Factors Influencing Span of Control:
- Culture: Relaxed and inclusive cultures favor flatter structures, while rigid ones lean towards hierarchies.
- Task Complexity: Complex tasks may require narrower spans to provide sufficient supervision and guidance.
- Management and Employee Competence: Experienced managers and employees may handle wider spans due to their knowledge and skills.
- Communication: Effective communication tools and technology can support wider spans of control.
- Technology: Automation and technology can enable wider spans by empowering employees and streamlining tasks.
- Geographical Dispersion: Wider geographical spread may require narrower spans to manage coordination.
Optimal Span of Control: Varies between organizations, but generally, experts suggest around 15 to 20 subordinates per manager is ideal for most modern companies. Factors like culture, task complexity, management and employee competence, communication, technology, and geographical dispersion play a role in determining the optimal span.
Examples in Business:
- Apple: Tim Cook’s CEO span of control increased significantly after he took over from Steve Jobs. While a wider span can facilitate communication and collaboration, it can also challenge team development and understanding of individual strengths.
- KFC: Fast-food chain KFC has a narrow span with distinct levels of management due to the nature of its industry, ensuring consistent product delivery and adherence to standards.
Key Takeaways:
- Span of Control is the number of subordinates a manager oversees.
- It can be narrow or wide, each having its own characteristics and implications.
- The optimal span depends on factors like culture, task complexity, competence, communication, technology, and dispersion.
- Real-world examples like Apple and KFC showcase the application and impact of different spans of control in business.

What is span of control and its types?

The span of control refers to the number of subordinates a supervisor is responsible for managing and the dynamics emerging from it. There are two main types of the span of control: narrow (associated with a hierarchical organizational structure) and broad (associated with a flat organizational structure). A third type is a hybrid approach between wide and narrow, closer to a matrix organizational structure determined according to functions.

Why is span of control important?

Understanding the dynamics behind the span of control is critical to assess whether an organization is well run. Indeed, when a span of control gets too narrow, the organization might be in a micromanaging mode, where managers are not enabling enough decision-making for their teams. In the opposite scenario, of a wide span, an organization is flatter. This works exceptionally well for smaller organizations and startups that, given the smaller scale, can and must move much quicker.

What is span of control with example?

In the case of a company like Airbnb, you have a flat organizational structure with product teams organized around critical products. In an organization like Apple today, at its scale, it works more as a hierarchical organization, with some product-based grouping between some key divisions.