Span of Control

Meaning
The term "Span of Control" is made of two words, viz., "Span" and "Control".
Span's literary meaning says, it is the distance between the tip of a thumb and small finger when
palm of hand is fully stretched out. However, in terms of management and administration, it
means the maximum extend or the number of people that can be reached by.
Control in literary means an ability to instruct, check, adjust or manipulate something as per
once's preferred requirement, choice or expectation. However, in terms of management and
administration, it refers to an authoritative power to direct, order or restrain.
Span of Control in management and administration thus refers to the total number of people
(here, subordinates or employees working under) whom a manager or an administrator can
effectively control and supervise.
So, span of control means the number of subordinates whom a superior (manager or
administrator) can effectively supervise. Every superior can supervise a limited number of
subordinates (employees). Therefore, every superior should be assigned or given an authority to
handle only few subordinates.
According to most management experts, at the top level of management, the span of control
should not be more than 1:6 while at the lower level of management, the span of control should
not be more than 1:20. This means, the superior at the top level should not have more than 6
subordinates under his control. Similarly, the superior at the lower level should not have more
than 20 subordinates under his control. However, these are only theoretical figures. In practice,
the span of control depends on many factors such as nature of work, ability of superior, ability of
subordinates, etc.
Span of Control is also referred by many other names. It is often known as 'Span of Supervision'
or 'Span of Management' 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.
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."

Definition of Span of Control

According to Louis Allen,

"Span of control refers to the number of people that a manager can supervise."
According to Prof. Dimock,
"The span of control is the number and range of direct, habitual communication contacts between
the Chief Executive of an enterprise and his principal fellow officers."
Advantages of Appropriate Span of Control
The Span of Control should not be too wide (large) or too narrow (small). If the span is too wide,
then the personal supervision is difficult and the control will be ineffective. On the other hand, if
the span is too narrow, then there will be excessive (too much) supervision of the subordinates.
This will affect their work. So it is desirable to select an appropriate (proper) span of control.
An appropriate span of control gives the following benefits to the organisation.
1. Better supervision and control
If there is an appropriate span of control, then the superior will have a limited number of
subordinates under him. This will result in better supervision and control.
2. Increases efficiency
An appropriate span of control results in better supervision and control. This increases the
efficiency, productivity and profitability of the organisation.
3. Increases goodwill
An appropriate span of control increases the efficiency of the organisation. Therefore, they
distribute good quality goods and services at fair prices to the customers. They also give high
rate of dividend to the shareholders. All this increases the goodwill of the organisation.
4. Good professional relations
If there is an appropriate span of control, then the superiors and subordinates will get time to
develop close and good professional relations between themselves.
5. Team spirit and morale
An appropriate span of control creates good relations between superiors and subordinates. This
improves the team spirit and morale of the employees.
6. Good communication and co-ordination

If there is an appropriate span of control, then superiors will get time to communicate with every
single subordinate. This will improve the communication in the organisation. Good
communication results in good co-ordination. Therefore, an appropriate span of control results in
good communication and co-ordination.
7. Facilitates quick action
An appropriate span of control results in good professional relations, better communication and
co-ordination. This facilitates quick action in the organisation.
8. Less labour absenteeism and turnover
An appropriate span of control helps to decrease the labour absenteeism and turnover in the
organisation.
9. Develops discipline and mutual trust
An appropriate span of control helps to develop discipline and mutual trust.
10. Superiors can concentrate on important work
If there is an appropriate span of control, then the superior will get time to concentrate on
important work. However, if the span of control is very wide, then the superior will have to
spend most of his time on supervising and controlling his subordinates.

Factors Affecting Span of Control or Span of Management

1. Qualification and Qualities
If the superiors and subordinates are well-qualified, trained, experienced, and if they are experts
in their jobs then the span of control will be wide and vice-versa.
2. Level of Management
If the superiors are working at the top-level of management, then they have more responsibilities.
Therefore, their span of control will be narrow and vice-versa.
3. Nature of Work
If the work is difficult then the span of control is narrow and vice-versa.
4. Superior - Subordinates Relationship

If there are good relations between the superior and subordinates, then the span of control will be
wide and vice-versa.
5. Degree of Centralisation
Under decentralisation, the superior has to take fewer decisions. Therefore, he can have a wide
span of control. However, under centralisation, the superior has to take many decisions.
Therefore, he should have a narrow span of control.
6. Use of Communication Technology
If face-to-face communication is used, then the span of control will be narrow. However, if
electronic devices are used for communication then the span of control will be wide.
7. Financial position of the Prganisation
If the organisation has a good financial position, then it can have a narrow span of control. This
is because a narrow span requires more managers. More managers will increase the
compensation or wage bill of the organisation. However, if the organisation has a bad financial
position, then it will be forced to have a wide span of control.
8. Clearity of Plans and Responsibilities
If the plans are clear and if the responsibilities are well-defined, then the span of control will be
wide. This is because the subordinates will not have to go and consult their superior repeatedly
for getting orders and guidance.
9. Time available for Subordinates
If the superior is busy with another work, and if he has less time for his subordinates then his
span of control will be narrow and vice-versa.
10. Faith and Trust in Subordinates
If the superior has good faith, trust and confidence in his subordinates then the span of control
can be wider.

Graicunas Theory of Span of Control

Vytautas Andrius Graiciunas (1898-1952) was a Lithuanian french management consultant,
management theorist and engineer.

In 1933, he published a paper called "Relationship in Organisation." In this paper, he mentioned

three types of Superior-Subordinate relationships, viz.,

Direct Single Relationships,

Direct Group Relationships, and
Cross Relationships.

According to V.A. Graicunas, as the number of subordinates increases arithmetically (like 1, 2, 3,

4, 5, 6, etc.) the number of relationships which the superior has to control also increases almost
geometrically (like 1, 6, 18, 44, 100, 244, etc.). Therefore, a superior can only control a limited
number of subordinates, and anything beyond this limit is very hard to control.
Example of Graicunas Theory
V.A. Graicunas Theory can be explained with the help of this simple example.
For example, consider Gaurav (G) is a superior (boss) and Manoj (M) and Sameer (S) are his
subordinates (juniors or lower-grade employees).

According to V.A. Graicunas, Gaurav (G) has to control following three types of relationships,
with or among Manoj (M) and Sameer (S):(a) Direct Single Relationships:G with M, and G with S, i.e. a total of 2 direct single relationships.
(b) Direct Group Relationship:G with M in presence of S, and G with S in presence of M, i.e. a total of 2 direct group
relationships.
(c) Cross Relationships:M with S, and S with M, i.e. again a total of 2 cross relationships.

Therefore, total number of relationships which Gaurav (G) has to control are:- 2 + 2 + 2 = 6
relationships.
Thus, when the number of subordinates is 2, the number of relationships, which the superior
(boss) has to control is 6. Similarly, when the number of subordinates is 3, the number of
relationships to control will be 18.

Graicunas Formula
V.A. Graicunas has explained his principle with the help of the this formula:-

By using Graicunas formula, we can find out the number of relationships (r), if the number of
subordinates (n) is given.
Example of Graicunas Formula
Consider this e.g. If a superior has 5 subordinates (n=5) then the number of relationships (r)
which he has to control can be calculated as follows:-

The above table or chart was prepared by using Graicunas formula.

According to V.A. Graicunas, when the number of subordinates increases then there is an
increase in the Direct Single Relationships, Direct Group Relationships and Cross Relationships.
So, as the number of subordinates increases arithmetically, the number of relationships among
them also increases almost geometrically.
So, according to him, a top-level manager can effectively manage only 222 relationships.
Therefore, a top-level manager should not have more than 6 subordinates. Similarly, a lowerlevel manager should not have more than 20 subordinates.
Limitations of Graicunas Theory
The Graicunas Theory is criticised because of the following reasons:

He gives more importance to the numerical factor.

He gives more importance to the relationships.