Dear Mahfuz,

My answer is It depends as there is no ideal number that fits every organization.

The following factors affecting span of control:

1. Geographical dispersion, if the branches of a business are widely dispersed, then the manager will find it difficult to supervise each of them, as such the span of control will be smaller.

2. Capability of workers, if workers are highly capable, need little supervision, and can be left on their own, e.g.: Theory Y type of people, they need not be supervised much as they are motivated and take initiative to work; as such the span of control will be wider.

3. Capability of boss, an experienced boss with good understanding of the tasks, good knowledge of the workers and good relationships with the workers, will be able to supervise more workers

4. Value-add of the boss, a boss that is adding value by training and developing new skills in the workers will need a narrow span of control than one who is focused only on performance management (this is the reverse of the capability of workers point above)

5. Similarity of task, if the tasks that the subordinates are performing are similar, then the span of control can be wider, as the manager can supervise them all at the same time.

6. Volume of other tasks, if the boss has other responsibilities, such as membership of committees, involvement in other projects, liaising with stakeholders, the number of direct reports will need to be smaller

7. Required administrative tasks, if the boss is required to have regular face to face meetings, complete appraisal and development plans, discuss remuneration benefits, write job descriptions and employment contracts, explain employment policy changes and other administrative tasks then the span of control is reduced.

the following links provide more information.

http://www.shrm.org/templatestools/hrqa/pages/whatfactorsshoulddeterminehowmanydirectreportsamanagerhas.aspx

http://en.wikipedia.org/wiki/Span_of_control#Factors_affecting_span_of_control

Span of control refers to the number of subordinates that a manager or supervisor can effectively control.

Span of control can be:

- Narrow span of control refers to a single manager who oversees few subordinates. This gives rise to a tall organizational structure.

- Wide span of control refers to a single manager who oversees a large number of subordinates. This gives rise to a flat organizational structure.

some Writers say that the ideal span of control for a manager is between 3 to 8.  What is your opinion?

I think the ideal number depends on the type of work, and in general up to 10 employees could be ideal.

I say the perfect number is 10 people should be reporting directly to one person in a functional organization. In a matrix organization or a more modern hybrid organizational structure, there should not be more direct reports than a manager can communicate with in a timely manner; a manner that does not clog-up decision making and hampers the feedback and feed-forward process. 

When a manager cannot communicate effectively with direct reports because there are too many the span of control must be reduced.

It depends on type of organisation. There are bigger orgarnisations and smaller organisations. A consisable number should be determined with the consultation of manager. Howver, a manageable size may be similar to team or group that represents less than 10 members

Some of the aforementioned answers make a lot of sense, but I think that it would depend to a large extent on the industry sector and the types of operations mangers are responsible for. For example, in the hospitality industry sector, you would expect a manager to have a variable span of control which depends significantly on the size of the establishment or organisation and the level of service provided. Though one could always argue that departmentalisation may reduce span of control! 

In my opinion, the ideal management span of control depends on organizational structure and type & size of work. Ideally it should be 8-10 but again it may vary according to individual’s managerial capability.

Thank you my dear Shafig.  Your comment is very rich and valuable.

Dear Mahafuz

I strongly agree with Behrouz Ahmadi-Nedushan. But my personal opinion that narrow span of control (4-6) is the ideal for conducting any organization smoothly and effectively.

Thanks

Each of the narrow and wide span of control has its advantages and disadvatages. We should not go too narrow or too wide.

Prof. Mahfuz has raised a very pertinent question regarding optimum span of control. Span of control depends on the type of organization, management style, capability and maturity level of subordinates, information and communication technology in the organization. Today's organizations, being highly networked, span of control has become broader, but not too wide for ensuring efficient operations.

I agree with Jaharkanti in that today's organizations, being highly networked, span of control has become broader.

I think that the classification of the factors provided by Behrouz Ahmadi-Nedushan and the comments made by other colleagues are missing an important point. The span of control is influenced mostly by the effectiveness of the control methods and instruments used by the boss. The same boss can deal with different number of subordinates depending on the way he is performing the control. If you reconsider the list of factors from this point of view, you can see that many of them are dependent of the manager’s choices in terms of control methods and instruments. For example, if you think of an industrial repetitive activity, a supervisor can control 20 identical workstations based on his behaviouristic observation. But if he chooses to stay in a separate office, and to get written reports about the activity of those 20 workstations, either he will lose control over them or he will cut a part of the working time of his subordinates to make reunions or individual meetings, in order to cover all the information needed to control the ongoing production process. In this second case, he will feel like controlling 20 subordinates is too difficult, just because the control method is ineffective.

Dear Andrie,

I agree with you that  span of control is influenced mostly by the effectiveness of the control methods and instruments used by the boss. Effective control methods have a significant influence on the span of control.

Span of control of the average manager in an organization determines the width of the organization, as seen when viewing the organizational chart. Fewer reports to the average manager will result in a taller organizational chart, with more management positions relative to the number of individual contributors. A higher number of reports to the average manager will result in a flatter or wider chart, with fewer management positions relative to the number of individual contributors.

The average span of control will also impact the company's time to make decisions and cost structure.

Higher average span of control means fewer layers of management within the organization, and a relatively flatter organizational structure. This can lead to:

Faster decision-making due to fewer levels of approvals required for a specific decision, which allows the company to respond more quickly to business issues.

Better and more frequent communication between higher-level managers and staffers, so the staff is more knowledgeable about company goals and the higher-level managers are more knowledgeable about daily operational issues faced by staff.

Reduced costs relative to taller organization, since there are fewer management layers needing compensation.

Lower average span of control means relatively more layers of management within the organization, and a relatively taller organizational structure. This can lead to:

Fewer opportunities for promotions, since there are fewer management positions in the company.

The concern that manager input will be relatively harder for staffers to obtain, and managers will have less time to focus on specific decisions. Employees will need to be relatively more self-motivated and independent in their work style due to having less manager input.

Important strategic decisions by the company will have relatively less time spent on them, due to the reduced time available to focus on individual decisions. This can lead to less-than-optimal responses to business opportunities and threats.

http://education-portal.com/academy/lesson/span-of-control-in-management-definition-disadvantages-advantages.html#lesson

I think there is NO ideal management span of control. It will always be a PRAGMATIC management span of control in an organization.

I agree with andrei and Prof judeh about control methods and instrument used by the bos.

If i may add leadership an managerial capability of manager is also crutial to manage an organization .

For ideal management span of control it depends also on the organizational structure is it horizontal or vertical. 

Some of dynamic young inovative digital organization use horizontal structure as it easier to manage.

In addition creation and development of system may add tools to easier span of control to flexible addition or substraction of organizational change.

Dear Dony. I agree with you that for ideal management span of control it depends on the organizational structure is it horizontal or vertical i.e. is it flat or tall.

Dear Mehran, Thank you for the article attached. It was really interesting.

Behrouz almost answered the question for everyone of us because His response was to me very compréhensive. In any case, the nature of organisation's core business Can equally determine span of control. By This i mean That if the job of the organisation Is a high risk one, There Will be need for close and regular interfaces between a boss and His or her subordinates, and This Is only possible in a situation where few persons are reporting to the boss. But where the job requires less supervision and involvement of the boss, one boss Can maintain a large span and still deliver value to the organisation. I know the next question Will be That what do we consider as large or Small, organisational configuration i.e, whether tall or flat structure Can determine This.

I believe that the routine or non-routine work would affect the span of control.

No ideal number .several factors determine span of control including forces in the manager , the subordinate ,the job, the culture of the organisation , the structure of the organisation etc

I am agree with the answer of Prof.Shafig Ibrahim Al-Haddad as follows: 

"Span of control is the number of staff members that report to a manager. A higher number of reports per manager results in a flatter organizational structure and fewer opportunities for promotion. A lower number of reports per manager results in a taller organizational structure, and more management direction and input. The optimal span of control is generally based on the experience level of the people being managed". 

Dear Shafig, Nicely said. A higher number of reports per manager results in a flatter organizational structure and fewer opportunities for promotion.

experts suggest 4 to 22 may be appropriate depending in the nature of the job.

Please see the attached web address for further reference. http://practical- management.com

Dera Mohamed,

Thank you for the reference. But, don`t you think the number 22 is too big for the span of control.

 I agree with Hamilton's view which is similar to Behrouz's. the determinant of any organisation's span of control is surely  multifaceted

I am convinced that it depends upon nature of job and also magnitude as well as quantum of the job. For example a manager may find it difficult to supervise 10 guys who are engaged in 10 different nature of jobs ranging from marketing to implementation of  cyber infrastructure through research and development . Therefore, I agree with @Donald Ibama Hamilton.

My dear 

According to contingency theory, there is no one best way to organize; however, any way of organizing is not equally effective (Galbraith, 1973: 2). Thus, there is no ideal management span of control within an organization because this dependent on many situational factors such as manager ability and subordinates motivation and so on. 

There is no ideal span of control. The type and efficiency of sub-ordinates as well as the manager decides it !

Certainly, the efficiency of sub-ordinates and the ability of the manager determine the span of control.

span is the effective size of a subordinate group, or activities of a superior. The larger the number, lower will be the superior effectiveness. So delegate and be accountable.Accountability cannot be given up, just like parent to children being entrusted to school or a nany but finally parent is accountable to growth of the child.

Darshan

Span of control is simply the number of staff that report to a manager. Span of control of the average manager in an organization determines the width of the organization, as seen when viewing the organizational chart. Fewer reports to the average manager will result in a taller organizational chart, with more management positions relative to the number of individual contributors. A higher number of reports to the average manager will result in a flatter or wider chart, with fewer management positions relative to the number of individual contributors.

Implecations of span of control.

Lower average span of control means relatively more layers of management within the organization, and a relatively taller organizational structure.

The average span of control will also impact the company's time to make decisions and cost structure.

Higher average span of control means fewer layers of management within the organization, and a relatively flatter organizational structure.

Dear Kalpana, I agree with your comment. Implications of span of control are nicely said.

Span is an organizational principle and concept. The larger(bigger ) the span, less effective the manager will be. Span is a limiting concept of superior's ability to guide. Management literature suggests 4-6 subordinates , is the ideal size of span.

If you dont' agree write to  [email protected]

it is range. I came across organisations evolved with 15 subordinates, it is certainly an ineffective organisation.. And limiting is the issue.please see Koontz o'donnel , as Louis Allen for proper conceptual clarity.

The worst span can be seen in Government, and Governments are less effective than business organisations with 4 to 6 subordinate span.

Thank you dear Darshan. I believe your statement that management literature suggests 4-6 subordinates, is the ideal size of span... is debatable. 

logical , human limitation, See Henry Fayol's adminiserate et Generalle.

Thank you Darshan, you have a good point.

Dear Cristobal,

The V.A. Graicunas is very well known in the span of control. Thank you for the reference.

V.A. Graicunas 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.

Almost perfect respond by Behrouz. The other important issues been raised here is the PURPOSE of understanding Span of Control in organizational management. On the management perspective, is the power that a manager has; ie the bigger the span or control the more political power that he has. On the operation management perspective, is the efficiency; ie the bigger the span of control the more efficient the process is. While in the communication perspective, different number of span of control may require different approach or means of communication to be more effective.

Dear Noor,

You have raised a very important point. " On the operation management perspective, is the efficiency; ie the bigger the span of control the more efficient the process is". Definately no, I belive after a certain limit, the larger span of control is, the less efficeint the process will be.

The direct reports can be self-sufficient within a month and the manager then has to handle only the exceptions. The typical managerial span for a supervisor is 11 to 15 direct reports. Ideally in an organization, according to modern organizational experts are approximately 15 to 20 subordinates per supervisor or manager. However, some experts with a more traditional focus believe that 5-to 6 subordinates per supervisor or manager are ideal. Span of control refers to the number of subordinates that can be managed effectively and efficiently by supervisors or managers in an organization. Typically, it is either narrow or wide resulting in a flatter or more hierarchical organizational structure. A wide span of control is essentially a higher span of control which implies a flat structure, or an organizational structure with fewer layers of management. The wide span of control includes several advantages such as faster decision-making, reduced cost, and improved communication with higher-level managers