business plan span of control

How to identify the right ‘spans of control’ for your organization

Throughout the 20th century, many organizations chased the notion of finding and using one ideal universal “span of control” (SOC)—the magic number of employees a manager could oversee to achieve optimal effectiveness and efficiency. However, over decades of supporting the world’s leading organizations in their redesign experiences, McKinsey has found that there is no single magic number that fits all types of managers and the work that they do. In fact, chasing one single number can actually reduce effectiveness.

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Some practitioners have attempted to identify the “right” number by industry or segment, using benchmark or peer comparison methods. Our analytical evidence and experience indicate that while a peer-benchmark approach may seem appealing, it often causes new problems, heavy handedly applying structures that work for the strategy of other organizations. The top-down assignment of managerial span of control, based on external comparisons, misses the specificity critical to designing something that is right for each company’s context and strategy. It doesn’t take into account how each department and team should perform their work to accomplish their collective performance and health goals.

We propose a new way to set target spans of control for our clients, one that enables companies to build organizations that are “fit for purpose” to their context and strategy. We have found that optimizing for managerial span requires an understanding of the complexity and the nature of the work done by both the manager and their direct reports. By studying thousands of individual managerial jobs, we have categorized them into five different archetypes that reflect the most typical types of managerial work: player/coach, coach, supervisor, facilitator, and coordinator. By applying these managerial archetypes to current manager roles, you can identify opportunities to rightsize their spans of control, ultimately increasing the effectiveness, efficiency, speed, and productivity of the entire organization.

The five managerial archetypes

In our experience, basing the target number of direct reports on the actual work done by a manager’s team produces the best outcome. In doing this across hundreds of organizations we have identified five managerial archetypes to guide the process: player/coach, coach, supervisor, facilitator and coordinator. These archetypes cover spans ranging from three to five to more than 15 direct reports per manager. We use ranges to allow for flexibility in strategy and execution, as we know that not every individual in a given manager cohort will have the same managerial capabilities. Ranges give room for managers both new to the role, who are still upskilling, as well as for high-performing managers, who are at the top of their game.

Each role in an organization can be mapped to one of the five managerial archetypes depending on four aspects of managerial complexity:

• Time allocation. How much actual time is the manager spending on her or his own work versus time spent managing others?
• Process standardization. How standard and formally structured is the work process?
• Work variety. How similar or different is the work of individual direct reports?
• Team skills required. How much experience and training do team members’ jobs require? How independent are the direct reports?

Player/coach

A player/coach has a significant level of individual responsibility. There may not be guidelines or standardized processes in place for this work. The teams conduct different types of work, and those work activities are rarely repeatable. Self-sufficiency can be achieved only after several years because work requires skills developed over an extensive apprenticeship.

Example: Functional vice president

Such a role typically needs a great deal of experience in the industry and business, and they bring their experience to bear. Strategy work, by its nature, is unique and not repeated. Team members are apprenticed to the leader, and build their expertise over a long period of time, which requires the manager to provide constant guidance and apprenticeship. Other roles that typically fall into this category include areas with expert knowledge or skill—a consulting engagement manager falls squarely into this bracket.

The typical managerial span for a player/coach is three to five direct reports.

A coach archetype has a substantial level of individual responsibility and executional support from others. Process guidelines are in place. Subordinates typically conduct more than one type of work. Additionally, for a given type of work, coach activities are conducted differently. Self-sufficiency can be obtained typically within a year because work requires skills developed during a substantial apprenticeship in a structured way.

Example: Customer-analytics manager in a marketing group

The customer-analytics manager has a substantial level of individual responsibility. While process guidelines may be in place for standard analytics, this role will also be responsible for developing new analytics based on best practices. Subordinates join with some level of analytics background, but need support and apprenticeship to become familiar with the business, the strategy, and the customers for this company to be effective at their work.

The typical managerial span for a coach is six to seven direct reports.

A supervisor archetype has a moderate level of individual responsibility and has leadership from others for execution. A standard work process exists. Direct reports conduct the same type of work but activities may be conducted differently. Self-sufficiency can be achieved more quickly (for example, within six months) because work requires skills developed through a moderate apprenticeship in a standardized way.

Example 1: Accounting manager

Typically, the accounting manager will handle exceptional situations, however standard company-wide processes and guidelines for accounting already exist. Direct reports are typically all accountants who manage the books but activities may differ by jurisdiction. Accountants come in with basic training but need apprenticeship to understand the company-wide processes and procedures that may be specific to their company.

Example 2: Senior vice president of finance

This is a senior leader in finance in a large organization who has direct reports at the vice president level. He or she may do a large amount of individual work and be responsible for situations where there are no clear guidelines, while direct reports are typically also very senior and independent. As a result, the archetype tends toward supervisor.

The typical managerial span for a supervisor is eight to ten direct reports.

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Facilitator.

A facilitator archetype has limited responsibility for individual delivery, with primary accountability for managing the day-to-day work of others. Work is mostly standardized. Teams conduct the same type of work and similar activities. Self-sufficiency can be achieved within one to two months because skills can be acquired quickly or direct reports have the majority of skills before starting the job.

Example: Accounts receivable and payable managers in a large finance organization

There’s one clear process established for all activities, with adjustment for some exceptions. All vendors follow the same process, and it is repeated at a fixed time interval. 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.

Coordinator

A coordinator archetype spends nearly all of his or her time managing day-to-day work. The work is highly standardized or automated. Direct reports perform the same essential work and activities. Self-sufficiency can be achieved in a couple of weeks because work requires few specific skills or people have the skills before entering the role.

Example: A manager in a call center

A call-center manager typically handles only escalation calls; all other calls are handled by the operators. The work, especially in billing call centers, is very standardized, and people can start in a call center with only a week or two of training.

The typical managerial span for a coordinator is 15 or more direct reports.

Use managerial archetypes to drive efficiency and effectiveness

By better understanding the managerial archetypes in the organization you can set specific guardrails for each managerial cohort. Using rigorous analytics and evidence, targeted actions can be taken to either streamline or increase the spans of control for each group.

By rightsizing your managerial spans of control, companies can dramatically improve the productivity and speed of their organization. In our work with companies, we’ve seen that increasing spans of control for managers with few direct reports (for example, replacing coaches with facilitators) can eliminate subsize teams, helping to break down silos, increase information flow, and reduce duplication of work. By increasing the span of control for managers who could or should take on more, you can actually decrease the amount of micromanagement in the organization, creating more autonomy, faster decision making, and more professional development for team members. Correcting spans that are too narrow can also reduce the total number of layers of an organization—decreasing the distance from senior leaders to the front line and, in many cases, to their customers. Typically, we see comprehensive span exercises reducing at least one layer in an organization. Finally, by rightsizing spans of control, you can free up resources to invest in higher value activities. We typically see an opportunity to save between 10 to 15 percent of managerial costs by rightsizing spans and layers.

Historically, optimizing SOC has often been seen as primarily a cost-management exercise. However, companies can also use the opportunity to better structure their organizations, increasing productivity and efficiency. Ultimately, smarter and more efficient management will drive value.

An outside-in and inside-out approach

We advise taking an “outside-in, inside-out” approach to applying these managerial archetypes to an organization. Based on expert interviews and empirical research, we have created a robust set of preassigned managerial archetypes for a list of functional and subfunctional groups (for example, HR, legal, or even auditing).

We can apply these preassigned archetypes outside-in to the managerial job families in an organization’s personnel data file to create a starting point for discussion with internal experts (for example, HR and business leaders). Then we apply an inside-out method to truly understand the roles, spans, and structure of the organization. We conduct a series of collaborative working sessions to pressure-test these archetype assignments given the company’s specific context and strategy. In these sessions, we can unearth situational factors (for example, a new group or line of business that’s just been launched, so isn’t yet standardized but someday will be) that can help our clients set their own span-of-control targets that are rooted in our archetype methodology but customized to their organizational needs.

Untangling your organization’s decision making

Importantly, these sessions also provide clients a chance to identify root causes that have led to misaligned spans of control, which can then be addressed as part of their redesign effort. Recognizing these critical underlying issues is the first step to improving organizational efficiency.

In some cases, for example, we have found that too-small spans of control have proliferated because managerial designation has been perceived as the only—or easiest—way to recognize and promote high performers. In other cases we’ve seen narrow spans because an organization has been slow to invest in its systems or digital enablement, requiring manual work—and human quality control—in places that could be largely automated. Correcting spans without addressing the underlying sources of inefficiency is, at a minimum, a short-term fix. Our approach helps to set targets for managerial work as it could get done but recognizes that understanding how it currently gets done helps identify sustainable ways to correct spans for the long term.

Evolution of our thinking on managers and management

As more of the workforce has moved from manufacturing and production industries to service-driven and knowledge-based sectors, the old-school notion of span of control has become increasingly challenged. Its very concept is being rethought and reimagined to exist in a modern, digital workforce, where people work remotely, globally, independently, and collaboratively, while doing a wide variety of analytical and creative jobs.

The top-down autocracy where managers would give orders to get work done is increasingly seen as a relic of another era. Today, managers are expected to provide guidance, apprenticeship, and expertise. Instead of it being about “control,” real leadership is more about managing through empowerment to drive productivity in teams that is greater than the sum of their parts. In agile organizations, where teams function as self-managed units, collectively setting team goals and leading themselves to achieve those goals without most of that leadership coming through the line manager, spans can sometimes be much larger than those mentioned here, given the reduced need for managerial oversight.

What’s clear is that as the reality of work continues to be disrupted by technology, innovation, and more modern work flows, the philosophy of management will also evolve. Our ideal managerial spans will need to keep up with the changing dynamics and demands of the workforce. Understanding the work that managers should and do get done will ultimately help you set targets for those magic numbers and create the right environment for your people to be successful.

Ashwin Acharya is an OrgSolutions expert and is based in McKinsey’s San Francisco office ; Roni Lieber is the OrgLab solution manager and is based in the North American Knowledge Center ; Elizabeth Seem is a leader of OrgSolutions and a partner in the Silicon Valley office ; and Tom Welchman is an OrgSolutions expert and is based in the London office .

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Span of Control Matters: How to Optimize Your Org Structure for Efficiency and Growth

In organizational management, span of control plays a key role in defining how streamlined and agile a company can be.

Understanding the Span of Your Manager-to-Employee Relationships

At its core, span of control refers to how many people a manager or supervisor directly oversees. The optimal number depends on a variety of factors including job type and job level, and most organizations set targets using rules of thumb and experience. The span of control metric helps determine if the organization is structured appropriately, with too large a span of control leading to ineffective management and manager burnout, and too small a span of control leading to inefficiency.

To calculate your average span of control, divide the total number of direct reports by the total number of supervisors. For instance, if there are 100 direct reports to 10 supervisors, the average span of control is 10.

Exploring the 2 Types of Span of Control

In the context of organizational structure, span of control is classified as either wide or narrow. Each type presents unique advantages and challenges, so it is not a one-size-fits-all proposition. The choice between a wide and narrow span of control depends on various factors, including:

• The nature of the organization's work and its structural preferences
• Industry norms
• Complexity of tasks
• Managerial capacity

Both wide and narrow spans have their place, even across departments and job levels within an organization. The key is to find a balance that maximizes efficiency, promotes effective management, and aligns with the organization's overall goals.

Wide Span of Control

In a wide span of control, a single manager supervises many subordinates. This structure is often seen in companies with flat organizational structures, with fewer layers between the top and bottom levels and a shorter chain of command. Wide structures are also more common at lower levels in organizations.

• Low supervision overhead costs
• Prompt response from employees
• Improved coordination
• Suitable for repetitive or low-skill tasks

Advantages:

• Encourages delegation of authority
• Facilitates better manager development
• Ensures clear policies
• Promotes autonomy among subordinates
• Fewer levels in the managerial structure
• Cost-effective
• Suitable for larger firms and repetitive tasks
• Well-trained subordinates

Disadvantages:

• Risk of supervisors being overburdened
• Potential loss of control for superiors
• Need for highly qualified managing employees
• Hindered decision-making
• Increased workload for managers
• Unclear duties for team members
• Confusion among subordinates
• Management challenges in large teams
• Reduce manager-employee interactions

Narrow Span of Control

Conversely, a narrow span of control is characterized by a manager overseeing a smaller number of subordinates. This approach is prevalent at the top or middle management levels, especially when tasks are complex and require more support from superiors.

• Ideal for new managers to gain supervisory experience
• Beneficial for managing remote or diverse teams
• Necessary for jobs requiring frequent manager-employee interactions
• Useful in new operations and for employee training
• Easier communication and management in small teams
• High specialization and labor division
• Better opportunities for staff advancement
• Direct supervision by managers over each subordinate
• Effective communication between subordinates and managers
• More layers in the management structure for easier control
• Improved management control and effective supervision
• The potential of stifling of employees' creativity due to excessive manager control
• Slower decision-making in extended hierarchies
• Limited cross-functional problem-solving
• Higher costs due to more managerial positions
• Delays in information transmission and decision-making

The Challenge of Manual Span Management

Effective span management is a balancing act, nearly impossible to achieve without technology. Strong span management requires examining spans vertically, horizontally, and over time; this creates a complex situation that is not easily or effectively handled without well-orchestrated data.

Span Management Impacts

A high manager-to-employee ratio might lead to insufficient attention to each team member, potentially affecting employee development and performance. Conversely, a low ratio could indicate inefficiencies and a bloated organizational structure that erodes profitability.

Span Management in Different Industries

Span management requires a tailored approach, as the ideal ratio varies by industry and job function. In labor-intensive industries, a higher ratio is often more manageable, whereas in knowledge-based sectors, a lower ratio might be preferable to ensure quality supervision and mentorship.

Seasonal Staffing

Certain industries or departments may experience fluctuations in workload at different times of the year, necessitating a flexible approach to span management. During peak seasons, managers may need to handle more direct reports or delegate responsibilities more effectively, while in slower periods, they may focus on training and development. A dynamic strategy can maintain efficiency without compromising the quality of supervision or employee growth.

The Role of HR and Analytics in Span of Control

Human Resources plays a critical role in monitoring and adjusting the span of control. HR can track this metric in real-time by using analytics tools to help maintain an optimal balance. People analytics software like One Model offers capabilities to analyze and adjust management span of control across various levels and departments, ensuring organizational efficiency and employee satisfaction.

Data-Driven Span of Control Analysis

Span of control analyses help organizations identify optimal structures and make precise staffing decisions in response to changes over time. Using people analytics tools, HR can dissect span of control across different dimensions such as department, geography, and manager level.

Analysts should examine span of control:

• Both vertically and horizontally, and over time
• Relative to gross and net revenue
• Relative to employee-related outcomes such as engagement and retention

It is not practical or effective to evaluate and manage span of control manually; this is an area where robust data can be used to drive effective decision making and optimize outcomes.

However, to kickstart this analysis, even basic data from a core HCM or HRIS system can be enlightening. Metrics like span of control and organizational layers are akin to stepping on a scale — they provide immediate feedback on the state of your organizational structure.

Within this discussion, key metrics such as span of control trends and visualization of layers and organizational units are invaluable. One crucial metric, for instance, is the number of managers with only one or two direct reports. This simple statistic can reveal much about the nature of your management structure.

These insights are essential for keeping talent management processes aligned with business reality. If your current team or technology cannot readily provide these views, it may be time to reconsider your approach and tools.

It took our team under 5 minutes to find the ratio between managers and non-managers.

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Setting Targets for Span of Control

Setting the right targets for span of control involves considering various factors, including industry norms, organizational structure, and management levels. A higher ratio may be effective for frontline or production roles, while senior management might require a lower ratio to strategize and lead effectively.

Organizations often set their span of control targets based on industry benchmarks, aiming for a median that balances efficiency and managerial attention. Variations in span of control targets can be set for different organizational units, such as contact centers, corporate offices, and field operations. But the best organizations strive to surpass industry norms and link span of control metrics with outcomes of interest such as efficiency, profitability, employee engagement, and voluntary turnover. By doing so, they can optimize span of control to drive desired outcomes.

Mastering Span of Control with One Model

Understanding and effectively managing the span of control is crucial for any organization seeking to optimize its structure for maximum efficiency and employee development.

With One Model, organizations can gain the insights needed to make informed decisions about their management structures, ensuring they are well-equipped to adapt to changing market demands and internal growth dynamics. One Model also supports next-level span-of-control analytics by allowing organizations to link span-of-control with operational metrics, moving the organization from descriptive analytics into the realm of optimization. After all, blindly following industry benchmarks won't ensure optimization within the organization.

One Model is equipped to support optimization through the modeling core HRIS data, employee engagement data, employee performance data, and operational data related to production, safety, and financial outcomes. If you aren’t using a tool to measure and track span of control, you’re missing out. If you aren’t linking span of control to business metrics that matter, you’re really missing out.

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Span of control: Everything you need to know

Whats Inside?

How many direct reports can a manager have, wide span (flat structure), frequently asked span of control questions, other factors that may affect the span of control.

Almost no organizational question is asked more often than 'What is the ideal span of control?' Evaluating the span of control is a good health check for all organizations. By visualizing spans and layers, organizations can quickly see where there might be opportunities for improvement or where the problems lie.

  Simply put, a span of control refers to the number of subordinates under the manager's direct control. The span of control refers to the number of subordinates that can be managed effectively and efficiently by supervisors or managers in an organization. For example, a manager with five direct reports has a span of control of five. The number of direct reports within an organization can serve as a valuable indicator of its efficiency, provided that it is evaluated within the context of the organizational structure.

  Haimann (1970) defines the span of control as the number of subordinates that a manager can effectively supervise. Effectively, in this instance, the subordinates must be made productive with little to no negative effect on the scope of supervision and desired outcomes.

When looking at the span of control, there is no general optimal number for different companies. This is because the nature of work, the size of the organization, and the attention each subordinate requires need to be considered. For example, in a Call Center, a manager can have over 100 direct reports. In comparison, executive functions – with high degrees of collaboration and interaction – could productively tolerate no more than three or four direct reports. So, the nature of the work being performed and how much attention it requires should govern the assignment of personnel to a manager, and not some ideal one-size-fits-all proposition. Related: The Ideal Span of Control

What is the ideal span of control?

As some say, there is no ideal span of control as it depends on several factors. It's a judgment call based on several factors. It also largely depends on how you define the span of control. While many define the span of control as the number of subordinates who report directly to a manager, others have looked at the span of control in any structure as the number of employees divided by the number of managers in the same structure. This calculation yields an average span of control. Average span of control = number of employees/number of managerial notes in the structure. Research shows that a one-size-fits-all span of control is not possible as the context largely affects the span of control. Here are the factors that affect the span of control: 1. Level of specialization - This research paper focuses on the relationship between size, routineness, and the number of different specialities in organizations, specifically how they affect the span of control. The study shows that the number of specialities supervised has a decreasing impact on spans at lower and middle levels but an increasing impact at upper levels. Even more surprising is that routineness has minimal influence across all levels. In addition to this, the study found that size has little effect at lower levels. It has a positive effect at middle levels.

  2. The span of control can vary by functional areas- A study found that the size of a manager's team depends on the functional area of control. The implication is that the span of control varies by functional areas, such as HR, sales and marketing, procurement, production, etc., even if they are at the same management level.

  3. Industry type - The Centre for Evidence-Based Management summarises key findings on the span of control. It shows that managers' average span of control (SOC) varies widely, from 9 to 77. The SOC also varies depending on the domain (industry), type of manager, and type of service. For example, managers in human services tend to have larger SOCs than managers in technical services.

  4. The level of autonomy and empowerment - Indeed, cross-sectional and longitudinal studies found that employee autonomy, empowerment, and SOC are related (Bloom, 2014; Hechanova, 2001; Lucas, 2008).

  5. Use of information technology – Bloom (2014) notes that information technology allows for a larger span of control as most of the work is automated. Information-sharing technology has made it easy for managers to supervise many subordinates.

  6. Level of competency – Generally, highly competent people need less supervision than less competent ones. When a manager has the right people in each role reporting to them, they will spend less time supervising them.

  7. Work complexity – Highly complex work requires a lower span of control to ensure the work is supervised and done to the right level.

  8. High-risk work – Work that entails higher risk if anything goes wrong requires a smaller span to allow the manager to supervise the work. Examples of such work are found in specialized hospitals and nuclear plants.

  9. Geographical location – When subordinates are dispersed geographically, it makes it harder for the manager to supervise a large span of control.

Does the span of control matter?

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Yes, the span of control matters, as research shows that a suboptimal span of control could affect performance. As the number of people a manager supervises increases, the amount of time spent coaching subordinates decreases, leading to poor performance and less development for the employee. When a manager is managing a blotted span of control, it affects their performance and that of the subordinates . The optimum span of control allows the manager to nurture productive relationships with subordinates as there is more communication between the manager and subordinates. Generally, there is an inverted U-shaped relationship between the span of control and organizational performance. This is a pattern where having too few or too many people to manage negatively impacts performance. For this reason, there is an optimal span of control that maximizes performance. Too low and too high spans of control lead to decreased performance. The optimal span of control is likely to vary depending on the organization's specific characteristics, such as the complexity of the work, the level of expertise of the employees, and the availability of resources. One study also found that other factors such as communication, coordination, and motivation influence the relationship between span of control and performance.

  Research shows a positive relationship between a manager's span of control (SOC) and turnover rate. Doran (2004) found that for every additional ten individuals in a manager's SOC, there was a 1.6% increase in staff turnover. Undoubtedly, the span of control varies based on several factors affecting an ideal span of control. For example, Gumusluogu (2001) and Naruse (2016) used a cut-off value of 8, while Krasman (2011) used 15, and Hoffer (2001) reported a mean large SOC value of 34. These findings highlight the importance of considering the specific context and criteria when evaluating the impact of SOC on turnover rate.

  ​ Several studies found that managers with large spans of control (SOCs) reported higher work demands, such as overload, conflict, and lack of control. Managers with large spans of control (SOCs) are more likely to be seen as inconsistent in their ethical leadership behaviors, which can make them less trustworthy to their subordinates (Bormann, 2018).

The Concept of Span of Control

It is important to look at the concept of span of control in the context of the organizational structure levels of hierarchy. Two factors in particular are of interest, that is the width and height of the organizational structure:

•  Width: Organization structures can be described as wide (with a larger span of control) or narrow (with a smaller span of control.)
• Height: As there are levels of management or hierarchy, an organization may be tall (with many levels) or flat (with fewer levels.). The recommended levels in most organizations would be no more than five levels .

  Related: Types of Span of Control ​ Flat organizations have a 'wide' span of control and Tall organizations have a 'narrow' span of control. While there are pros and cons with both tall and flat structures, a company's structure must be designed to suit the business (the customer and markets) in a way that fits with the workforce's capability.

  The tall span of control

  advantages.

• Have more levels of reporting in the organization, resulting in a more hierarchical organization
• More rapid communication between small teams
• Groups are smaller and easier to control/manage
• There's a greater degree of specialization and division of labor
• More and better opportunities for employee promotion
• Easy Access to Superior: the subordinate can quickly and easily speak to their superior whenever needed. This can create a sense for the employee that communication is better than with a wider span of control.
• Closer supervision and greater attention to the employee's needs from the manager.
• Less Skill Required: than if a manager is trying to control a much larger group of direct reports, each with more autonomy.

Disadvantages

• More expensive (high cost of management staff, office, etc.)
• This tends to result in communication difficulties and excessive distance between the top and bottom levels of the organization.
• Communication can take too long, hampering decision-making
• Silos may develop and prevent cross-functional problem solving
• Employees may feel lost and powerless
• ​ Motivation : employees can feel under constant and close supervision, which can be demotivating.
• Decreased communication: with more layers, communication will be not only slower, but it will be much more difficult for senior management to understand the issues being faced at the coalface of the organization
•  Encourages delegation . Managers must better delegate to handle larger numbers of subordinates and grant opportunities for subordinates to take on responsibilities.
• Reduces costs. More cost-effective because of fewer levels, thus requiring fewer managers
• Helps prevent the workforce from disengaging by focusing on empowerment, autonomy, and self-direction
• Faster Decision Making: with fewer layers within the organization decisions can be made more quickly.
• Improved Communications: between managers and employees, with employees more likely to be able to interact with senior managers, and managers more likely to understand the issues at the coalface of the organization.
• More Freedom: typically employees will feel freer and less under a microscope than when the span is smaller.
• A high managerial workload comes with a high Span of Control
• Role confusion is more likely
• May cultivate distrust of management
• Fewer Opportunities for Employees: with fewer layers within the organization, employees have less opportunity to be promoted.
• Poor Discipline: with so much autonomy given to employees, these organizations can suffer from poor discipline.
• Poor Relationships: with so many employees to manage it may be difficult for the manager to form a strong and close relationship with each of their subordinates.
• Poor performance: with so little supervision of employees' performance, the organization's overall performance may be poor.

1. How can I calculate the span of control ?

The span of control is the number of people reporting to each manager. We calculate this number according to the number of heads managed, whether full-time or part-time. So, someone managing 12 part-time workers still has a span of control of 12, not the equivalent of managing six full-time employees.

  2. What is the average span of control for my whole organization?

This is useful as a starting point, but it's only a stepping stone to comparisons with other organizations in the same industry, for example, or for internal departmental comparisons. Ideally, in an organization, according to modern organizational experts is approximately 15 to 20 subordinates per supervisor or manager. This forms the basis for a manageable span of control . However, some experts with a more traditional focus believe that 5-6 subordinates per supervisor or manager is ideal. The average span of control is measured using a ratio of the number of managerial nodes and the total population.

3. What is the trend with a span of control?

The trend in recent years has been to move toward wider spans of control to reduce costs, speed decision-making, increase flexibility, and empower employees. However, to avoid potential problems of wide spans of control, organizations must invest in training managers and employees and technology enabling information sharing and enhancing communication between and among managers and employees. However, over decades of supporting the world's leading organizations in their redesign experiences, McKinsey has found that no single magic number fits all types of managers and the work they do. Chasing one single number can reduce effectiveness.

4. What are the direct span and indirect span of control?

A direct span of control refers to the number of direct reports a manager supervises. An indirect span of control refers to how far up the chain of command a manager's direct reports report to them. For example, if a manager has 10 direct reports, they would have an indirect span of control of 10. The difference in the control span is that the direct span of control includes the manager's direct reports, while the indirect span does not. In most cases, the direct span of control will be greater than the indirect span of control.

5. What are the advantages and disadvantages of a high span of control?

High spans of control have several advantages. They allow managers to respond quickly to changing conditions, make decisions based on the best available evidence, and provide opportunities for learning new skills. Middle managers also get to know their direct reports well, making them better able to support their development. The downside is that managers often feel overwhelmed by the volume of tasks and responsibilities. They may be unable to delegate effectively or manage their time efficiently. In addition, when working at a high level, managers tend to spend too much time understanding what others are doing rather than focusing on their priorities.

  6. How does a company determine its span of control?

Companies use various methods to determine the appropriate span of control for different situations. Some companies use surveys to determine how many employees report directly to each manager. Others use a combination of interviews, observations, and surveys. Still, others rely on experience and common sense to set the right span of control.

While early discussions of the span of control often centred on pinpointing the optimal number of subordinates, several factors may influence the span of control most appropriate for a given management position (RfB, 2020). Assuming that all other aspects of a manager's job are the same, these factors would likely alter the span of management as follows:

•   Job complexity . Subordinate jobs that are complex, ambiguous, dynamic, or otherwise complicated will likely require more management involvement and a narrower span of management.
• The similarity of subordinate jobs . The more similar and routine the tasks that subordinates are performing, the easier it is for a manager to supervise employees and the wider the span of management that will likely be effective.
• The physical proximity of subordinates . The more geographically dispersed a group of subordinates, the more difficult it is for a manager to be in regular contact with them and the fewer employees a manager could reasonably oversee, resulting in a narrower span of management.
• Abilities of employees . Managers who supervise employees who lack ability, motivation, or confidence will have to spend more time with each employee. The result will be that the manager cannot supervise as many employees and would be most effective with a narrower span of management.
• Abilities of the manager . Some managers are better organized, better at explaining things to subordinates, and more efficient in performing their jobs. Such managers can function effectively with a wider span of management than less skilled managers.
• Technology. Cell phones, email, and other forms of technology that facilitate communication and the exchange of information make it possible for managers to increase their management spans over managers who do not have access to or are unable to use the technology.

  Related: 17 span of control: Facts you need to remember all the time

The span of control in management has implications for workflow and directly influences the number of subordinates assigned to work under a manager or a supervisor. Thus, a proper span for a manager or supervisor is important to design the organizational structure, set direction, and exercise control effectively and efficiently.

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How Many Direct Reports?

• Gary L. Neilson

Senior leaders, always pressed for time, are nonetheless broadening their span of control.

Reprint: R1204H

If senior executives are feeling ever more pressed for time, why would they add more to their plates? It might sound counterintuitive, but research by Booz & Company’s Gary L. Neilson and Harvard Business School professor Julie Wulf shows that over the past 20 years the CEO’s average span of control, measured by the number of direct reports, has doubled. It stands at almost 10 today.

This gives fresh relevance to a perennial question for senior leaders: Just how much should they take on? The authors suggest five areas to consider: Where are you in the senior executive life cycle? How much cross-organization collaboration is required? How much time do you spend on activities outside your direct span of control? What’s the scope of your role? What’s the best mix of roles for your team?

A diagnostic tool provides guidance for leaders considering these questions and can help them estimate their optimal span of control. The issues explored are ones many senior executives—not just CEOs—should revisit throughout their careers. The best leaders, the authors show, stay mindful of the evolving demands of their job and continually tweak their team as they go.

Idea in Brief

Not so lonely at the top, ceos have doubled their span of control over the past two decades:.

Increased geographical and market complexities demand new points of view in the top team.

CEOs are increasingly engaged in the business, and more are playing the span-breaking COO role themselves.

CEOs are changing the leadership mix:

Functional leaders account for 80% of the increase in positions reporting to the CEO.

And the COO position is fading. By 1999 just 45% of Fortune 500 companies had a COO, and the figure continues to drop.

Executive development vehicles have expanded:

New development options offer ways for leaders to collaborate across the organization.

More functional leaders are taking on elements of general manager roles.

If senior executives are feeling ever-increasing pressure on their time—and few would suggest that’s not the case—why would they add more to their plates? It seems counterintuitive, but according to our research into C-level roles over the past two decades, the CEO’s average span of control, measured by the number of direct reports, has doubled, rising from about five in the mid-1980s to almost 10 in the mid-2000s. The leap in the chief executive’s purview is all the more remarkable when you consider that companies today are vastly more complex, globally dispersed, and strictly scrutinized than those of previous generations.

• GN Gary L. Neilson is a senior vice president in the Chicago office of Booz & Company.
• JW Julie Wulf is an associate professor at Harvard Business School and has conducted extensive research on the internal governance of senior management in large U.S. firms.

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

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).

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.

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.

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:

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 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

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.

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.
• 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.
• 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.
• 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.
• 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.

Types of Organizational Structures

Siloed Organizational Structures

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Management vs. Leadership

Cultural Models

Action-Centered Leadership

High-Performance Coaching

Forms of Power

Tipping Point Leadership

Vroom-Yetton Decision Model

Likert’s Management Systems

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What is Span of Control? Definition, Features, Types, Factors, and Importance

Table of Contents

What is Span of Control?

The span of control refers to the number of employees a supervisor manages. It’s like a manager’s team size. The span of control is also called the span of management , span of supervision, or span of authority.

In the past, managers had fewer subordinates, but with technology, they can handle more. Hierarchical organizations had small spans, but flatter structures increased the span. Nowadays, non-hierarchical setups are emerging, affecting the concept’s importance.

The ideal span varies, based on factors like the organization’s structure, technology, and managerial abilities. No perfect theory exists due to these complexities. Elliott Jaques suggests managers handle as many direct reports as they can know personally.

In short, a span of control helps managers understand their team size and impacts delegation and changes in organizational structures.

Characteristics of Span of Control

Let’s look at some characteristics/features of the span of control.

Quantity of Subordinates

The span of control means the number of employees a manager or supervisor is responsible for overseeing. Imagine it as the size of a manager’s team, indicating how many people are directly reporting to them.

Organizational Structure

The span of control is influenced by the company’s structure. In hierarchical setups, managers typically have fewer subordinates, while flatter organizations allow for wider spans, enabling managers to handle more employees.

Technology Impact

Advances in technology have expanded the span of control. With efficient tools and communication platforms, managers can effectively supervise more subordinates, streamlining their tasks.

Decision-making Speed

A wider span of control can speed up decision-making . As communication is direct and streamlined, important information reaches decision-makers faster, allowing for quicker responses to challenges and opportunities.

Optimal Range

Determining the ideal span of control is complex and varies for each organization. It depends on factors like the manager’s abilities, the nature of work, and employee competencies. There is no one-size-fits-all approach, and it requires careful evaluation to find the right balance between effective supervision and delegation.

Also Read: What is Top-Level of Management?

Types of Span of Control

Usually, the span of control types includes two – a wide and narrow span of control.

Wide Span of Control

A wide span of control means a manager oversees a larger number of subordinates. In simpler terms, they have a big team to manage. It’s common in flatter organizations with fewer management layers.

With efficient technology and capable managers, a wide span is manageable, promoting faster communication and decision-making. However, it requires effective delegation and may not suit every situation, as some employees might need more personalized supervision.

Narrow Span of Control

A narrow span of control means a manager supervises only a few subordinates, leading a smaller team. It’s typical in hierarchical organizations with multiple management layers. With fewer direct reports, managers can provide more personalized attention and guidance.

However, communication may take longer, and decision-making could be slower. It suits complex tasks or less experienced employees who need closer supervision. Overall, a narrow span allows for greater control but may require more managerial resources.

Related : What is Middle-Level Management?

Factors Affecting Span of Control

The span of control in organizations is affected by many factors. Some of them include the followings:

Nature of Work

The complexity and type of work influence the span of control. If tasks are repetitive and straightforward, a wider span may be possible. However, complex work that requires closer supervision may lead to a narrower span.

Manager’s Capability

A manager’s skills and experience affect their ability to handle a larger team. Capable managers with strong leadership skills can manage more subordinates effectively, while inexperienced managers may need a smaller span.

Employee Skills

The competencies of employees play a role in determining the span. Well-trained and independent employees can be managed in larger groups, while less experienced ones may require more guidance in smaller teams.

The hierarchical setup impacts the span. Tall structures with multiple management levels often have narrower spans, whereas flatter structures allow for wider spans.

Advanced tools and communication platforms enable the efficient management of larger teams. With the right technology, managers can handle more subordinates without compromising effectiveness.

Manager’s Other Responsibilities

If a manager has additional administrative tasks or responsibilities outside their team, it may limit the span of control. Divided attention could impact effective supervision.

Also Read: What is Lower-Level Management?

Geographical Dispersion

If employees are spread across various locations, it may influence the span. Managers overseeing distant teams may need a narrower span to ensure proper communication and coordination.

Which Span of Control (Narrow or Wide) is Best?

The best span of control depends on various factors. For simpler tasks and well-trained employees, a wider span might work, allowing efficient communication and faster decision-making.

On the other hand, for complex work or less experienced employees, a narrower span could be beneficial, providing personalized attention and guidance. It’s a delicate balance between effective management and delegation.

Organizations with flatter structures may lean towards a wider span, while hierarchical setups might favor a narrower span. Ultimately, it’s essential to consider the nature of work, employee capabilities, and managerial expertise to determine the most suitable span for optimal performance.

Also Read: What is Scalar Chain?

Importance of Span of Control

An effective span of control provides various benefits to organizations. The followings are its some importance.

Efficient Communication

An effective span of control ensures smooth communication flow within the organization. With the right number of subordinates, managers can relay information promptly, leading to quicker decision-making and response to challenges.

Optimal Resource Allocation

A well-balanced span of control allows for efficient resource allocation. Managers can effectively delegate tasks to their team members, maximizing their skills and expertise while avoiding unnecessary workload jams.

Enhanced Employee Engagement

A suitable span of control fosters better manager-subordinate relationships. With manageable team sizes, managers can provide personalized attention, fostering employee satisfaction, motivation, and engagement.

Improved Decision-Making

An appropriate span of control promotes faster decision-making. Managers can gather input from their team members and use it to make informed choices, leading to better outcomes and adaptability in dynamic environments.

Streamlined Supervision

With the right span, managers can strike a balance between control and autonomy . They can oversee their subordinates effectively, ensuring tasks are performed to standard, while also empowering employees to take ownership of their responsibilities.

How To Choose the Right Span of Control?

The right span of control ensures efficient management and smooth performance in the organization. Here are the 5 strategies on how to choose the appropriate span for your organization.

Assess the Nature of Work

Understand the complexity and diversity of tasks within your organization. If the work is routine and repetitive, a wider span may be suitable. For complex and specialized tasks, a narrower span ensures better supervision.

Also Read: What are the Styles of Management?

Evaluate Employee Skills

Consider the skills and experience of your employees. Highly competent and self-sufficient team members can handle larger groups, while less experienced ones may require closer guidance in smaller teams.

Analyze Managerial Abilities

Assess the capabilities of your managers. Experienced and efficient leaders can handle more subordinates effectively, but less experienced managers may need a smaller span to ensure proper management.

Review Communication Technology

Modern communication tools impact the span of control. With efficient technology, managers can oversee larger teams with streamlined communication. Ensure your organization has the right tools to support a wider span if needed.

Align with Organizational Structure

Your organization’s structure plays a crucial role. Flatter structures encourage wider spans, while hierarchical setups favor narrower spans. Ensure your chosen span aligns with your organization’s design.

Span of Control Vs. Chain of Command

The span of control refers to the number of subordinates a manager supervises, while a chain of command is the hierarchy of authority and reporting relationships in an organization. A span of control focuses on the manager’s reach over employees, while a chain of command defines the formal channels for decision-making and communication within the organization.

Read Next: What are the 5 Functions of Management?

The Span of Control: FAQs

The span of control means how many subordinates, team members, or employees a manager or supervisor oversees.

What are the Types of Span of Control?

Types of span of control include two – wide span of control and narrow span of control.

What are the 5 Factors Affecting the Span of Control?

The five main factors include – Nature of Work, Manager’s Capability, Employee Skills, Organizational Structure, and Technology.

What is a Wide Span of Control?

A wide span of control refers to a manager overseeing a larger number of employees.

What is a Narrow Span of Control?

A narrow span of control refers to a manager overseeing a few number of employees.

By profession, Sujan Chaudhary is a BBA (Bachelor in Business Administration) graduate, and by passion a blogger. He loves to share his business knowledge with the rest of the world. While not writing, he will be found reading and exploring the world.

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Mastering Span of Control: A Comprehensive HR Walkthrough

The span of control is a critical metric every company should track. It impacts manager effectiveness and team performance and can even increase efficiency. Here's everything you need to know.

Popular topics

With ever-changing organizational dynamics, employees stand tall as invaluable assets. Their teamwork, in particular, serves as the lifeblood of success. Within this picture, play an important role in ensuring teams work their best. But amidst it all, the ideal span of control still seems to confuse teams.

Too wide a span, and managers risk drowning in a sea of responsibilities. Too narrow, and the burden may fall heavily upon the team's shoulders. 

Throughout this article, we’ll take a closer look at the span of control, why it’s so important, and how to find the ideal number for your organization.

What is the span of control?

The span of control is the number of direct reports and subordinates a manager has. It’s a critical metric for an organization as it impacts not only manager effectiveness but also team performance. 

When tracking HR metrics , you’ll often hear about the importance of spans and layers . 

“Spans” refers to the span of control, while “layers” measure the number of supervisory levels. 

To calculate the span of control, you need to divide the total number of employees by the number of managers. 

A manager with too many direct reports will deal with an increased workload, risking burnout. The result? They won’t be able to support their employees and there might be communication challenges. On the other end, a small span of control can lead to inefficiency and fewer career advancement options for employees.

Why is the span of control important?

Tracking and understanding the span of control in your company comes with a series of advantages:

Increased efficiency. Optimizing your organization’s span of control will help teams become more effective. Communication thus becomes easier, increasing engagement and productivity.

Improved manager effectiveness. If a manager has too many people working on their team, their workload can increase significantly, leading to poor performance and even burnout. An optimal span of control will increase effectiveness and improve satisfaction and performance.

Improved decision-making. Optimizing the spans and layers gives people the ability to take action. As the decision-making process becomes more effective, it not only boosts effectiveness but also fosters a sense of value among employees, fueling higher levels of engagement across the board.

Reduced costs. With the optimal spans and layers, your employees work together more effectively while also reducing costs. That’s because you’ll have more efficient communication, fewer layers, and better productivity across all teams.

Improved compensation strategy. Knowing your spans and layers enables you to find new opportunities related to promotions and salary grades, creating a more strategic compensation strategy .

What is the ideal span of control ratio?

Visier research found that most people work in teams of 6-10 people. The ideal manager-to-direct reports ratio seems to be 1:5, but these numbers can vary depending on the nature of work and industry.

For instance, in the healthcare sector, an average team of 22 people is more common. Larger teams, of more than 11 people, are also common in sales, facilities, or support. 

But in sectors like IT and finances, smaller teams seem to be better and lead to improved performance and reduced turnover.

What are examples of spans of control?

While research shows the team size can vary depending on the sector, the ideal number seems to be around 6 people. 

But how does it all look in practice? Let’s look at a few examples.

In a call center, each manager will have the same number of direct reports. Customer service representatives need to handle calls, help fix issues, or refer the customer to the right department. 

While the work doesn’t always require highly specialized skills, it can be difficult, so having an optimal span of control is essential. Without a good balance between employee workloads, there’s a risk of exhaustion and, ultimately, burnout. 

That’s where the manager comes in. They need to supervise each person’s workload, making sure no one’s working significantly more than others. They can also provide guidance and mentorship, and when needed, step in to resolve customer issues. 

Another example could be that of a manager leading a small team of researchers working on cutting-edge technology. 

Picture this: The team members have a lot of experience in the field. However, because of the sensitive nature of the work, the manager will need to be involved in the project planning and decision-making process. 

In this case, team members have well-defined roles while the manager oversees their work, ensuring a smooth collaboration and facilitating knowledge-sharing.

Common factors affecting the span of control

The span of control is not a universal number. So no one ratio will be optimal for all companies. Factors that affect it include:

The nature of the work . Visier research showed some sectors, like healthcare or sales, do better with a larger team size and a bigger span of control. Likewise, highly specialized tasks may require more supervision, so a smaller team will be better.

Organizational size. A large company will often require more layers of management, which will impact the span of control.

Organizational structure. A flat structure will have a wider span of control as opposed to a hierarchical one.

Employee competence. Employees with more experience and highly specialized skills will often require less supervision. They also allow for a wider span of control, as they can have more autonomy in their work and the decision-making process.

Geographical dispersion. Managing remote teams, spread across several geographical locations, can be more challenging, and requires a narrower span of control.

Manager experience and competency. A more experienced manager can handle a larger team, as they’ll be able to balance their workload more easily and delegate when possible. However, this shouldn’t be the only factor you use to determine your ideal span of control. Even an experienced manager can end up with burnout. So look at other factors as well, like the nature of the work or employee competence.

How to design the spans of control for your organization

Figuring out the right spans of control is like piecing together a puzzle—there are lots of moving parts to consider.

Start by looking at your managers, their competence, and their performance. Effective managers may be able to lead bigger teams, so a wider span of control could work. You can also dig deeper and try to understand the type of managers working in your organization. 

Some people prefer to be more involved with their teams, which makes them great at leading smaller teams of 3-5 people. Others prefer to take the role of a supervisor, giving enough autonomy to their reports. This implies they can lead bigger teams of around 10 people or more.

You’ll also need to look at the organizational structure and the complexity of the work. If your company has a flat structure, a wider span of control will make more sense. 

Hierarchical companies that come with several managerial levels will usually have a narrower span. However, the complexity of the work may sometimes require a bigger or smaller team, so make adjustments as needed.

Using people analytics to manage the span of control

Think of the span of control as the secret sauce that keeps things running smoothly. But don't be fooled by its simplicity at first glance. There's a whole lot more to it than meets the eye. You've got to take into account aspects like the type of work being done, how effective the manager is, how experienced the team members are, and other factors.

A simple way of better understanding your workforce is by using people analytics. With it, you can see a unified picture of your workforce and find answers to critical questions. 

You’ll get a better understanding of essential HR metrics, including manager effectiveness, spans and layers, performance, and productivity. People analytics will help you find the right team size for each department and each project so that both the managers and team members can thrive and reach their goals.

Visier People® is a people analytics platform that allows analytics teams to handle all their people data. It's like a master connector, linking up with all data sources within your organization, from HR systems to payroll and performance reviews.

Visier's ace in the hole is its knack for pulling together data super efficiently, even when it's coming from all different directions—think varying levels of detail, how often it's updated, and different formats. Say goodbye to those tedious days of manual data collection and cleaning!

Span of control, team size, and manager effectiveness

When it comes to teams, size matters. Learn the latest research about team size , how team size impacts resignation rates, and how to design the ideal team size for your organization.

Experts from Comerica and Visier share how a data-driven approach to optimizing spans and layers delivers more accurate analyses.

Research shows how data makes people managers more effective and more human while supporting them to deliver productivity and profitability.

Learn how Standard Bank Group uses people analytics to instill a more data-driven approach to decision-making across its line managers. Watch this Fireside chat with Standard Bank Group and the Josh Bersin Company on demand.

Recommended resources

5 Data-Proven Habits of Effective Managers and the Metrics to Measure Them

Unlocking Manager Effectiveness: The Next Driver of Value

Visier Insights™ Report: The Individual Contributor Penalty

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Span Of Control – Definition, Meaning, Factors, Examples

January 6, 2021 | By Hitesh Bhasin | Filed Under: Management

Table of Contents

What is the Span of Control?

Span of Control can be defined as the total number of direct subordinates that a manager can control or manage. The number of subordinates managed by a manager varies depending on the complexity of the work.

For example, a manager can manage 4-6 subordinates when the nature of work is complex, whereas, the number can go up to 15-20 subordinates for repetitive or fixed work.

Definition and Explanation

The term “Span of Control” is popularly used in business management and human resource management . Because this term is related to the management and controlling of employees, the meaning of the word is the total number of subordinates that a manager or supervisor can manage.

In the past, one manager was capable of managing 1-4 subordinates. Because of that, there were many levels of management in one organization . In 1980, with the introduction of information technology in business, many organizations flattened their management by reducing the number of managers in an organization . After that, the span of one manager increased from 1-4 to 1-10 subordinates.

This was possible because of inexpensive information technology. Technology helped in easing out several middle managers ’ tasks such as collection and manipulation of operation information. Because of this, a manager became capable of managing more subordinates at one time.

Several factors affect the span of control of a manager, such as the nature of work, capabilities of the manager, capabilities of employees to be managed, and the responsibilities of a manager. It can be of two types, such as a narrow and a wide span of control. It is considered to be narrow when a manager manages 2 to 4 subordinates.

Advantages of a narrow span of control .

• The manager can supervisor each of his subordinates intimately.
• The nature of work is usually complicated.
• Effective communication between the subordinates and their manager.
• More layers in the hierarchy of management.

Despite many advantages, the narrow span of control is not free from disadvantages.

Disadvantages of a narrow span of control

• Too much control over employees might hamper their original talent and creativity .
• Extended hierarchy of control results in a long time in decision-making.
• Narrow span of controlling prevents cross-functional problem-solving.

On the other hand, a span of control is wide when a manager manages or controls up to 20 subordinates.

Advantages of a wide span of control.

• In a wide span of control, subordinates are more independent.
• Fewer layers in the hierarchy of management.
• The nature of work is repetitive.
• Less direct communication between subordinates and managers.

Disadvantages of a wide span of control.

• Ineffective management.
• Increased workload on managers.
• The roles of team members are not clearly defined.
• Less communication between managers and subordinates reduces the control of the manager.

Here is a video by Marketing91 on Span of Control.

Span of Control Factors And Archetypes

The span of control means the total number of employees that a manager or superior can manage. Several factors are taken into consideration before allocating subordinates to a supervisor.

1. Type of work to be managed

The most crucial factor that affects the span of control and management skills of a manager is the type of work. If all the subordinates are doing the same job at the same time, then it is easy for a manager or superior to manage all employees at the same time.

For example, it is easy for a supervisor to manage 50 call executives at the same time because they are doing similar work at the same time. On the other hand, a professor can take two or a maximum of four students pursuing a doctorate.

The reason being is that all students work on different research topics, and the professor can’t manage all of his students at the same time.

2. Geographical distribution

If the branches of business are located at far geographic locations, then it becomes difficult for a manager to manage all the executives working at all the branches. Therefore, areas will be divided into clusters, and different managers are hired to manage each cluster.

In this way, each manager can effectively manage all employees working in small areas. For example, if a company has its branches all over the world, then all branches can be divided country wise and country managers can be hired to manage all people working in that area.

3. Administrative tasks performed by a manager

The span of control of a manager reduces if he is required to complete several administrative tasks daily. For example, an HR manager is required to conduct Face-to-face meetings with employees, prepare appraisal development plans, prepare job descriptions , conduct interviews of employees to be hired, preparing employment contracts, design policies, explaining changes in policies, discussing remuneration benefits.

All of these tasks require efforts at a manager’s end. Therefore, an HR manager can manage employees working in one office. Because of this reason, different HR managers are required in various branches of a company.

4. The capability of the Manager

An experienced manager with a good understanding of the work and having good relationships with employees can manage a higher number of employees. Whereas, an inexperienced manager with limited skills can handle a few employees.

5. Capabilities of employees

The span of control of a manager not only depends on the capabilities of a manager but also depends on the capabilities of employees to be managed. A manager, no matter how much experienced he is, can handle only a few inexperienced or new employees at one time.

Since employees are required to be trained to do their work efficiently, the manager is expected to spend a lot of time with each employee . As a result, it becomes difficult for a manager to manage many subordinates at one time.

On the other hand, a manager can manage fully-trained and experienced employees at the same time because he is not required to teach every small task to them.

6. Responsibility for other tasks

The span of control of a manager will reduce if he has duties of different jobs on his shoulders. That means he will be able to dedicate a limited time to manage his subordinates.

For example, a professor is not only required to handle and help his doctorate students, but it is also necessary for him to dedicate time to his research work and to take theory classes of other students.

7. Span of Control Manager’s value addition

A manager who is also providing training and skill development classes will need a small span of control as compared to the manager who is exclusively managing his subordinates.

8. Type of business

The span of control of a manager also depends on the kind of business. Different types of business processes can reduce the span of control of a manager.

Span of Control Examples

Let us understand the concept of span of control with the help of an example. A retail company hired Will as an inventory manager. He found that the employees are not designated in the organization , due to which it became difficult for him to do his job correctly.

Employees who were responsible for performing inventory control work were also responsible for doing the work of other departments. Because of this, it became difficult for him to do his work correctly and on time. Therefore, he took this matter to the upper management and suggested them to define the job role of each employee clearly and asked for a dedicated team for himself.

As a result of which he got a team of 3 employees who exclusively took orders for him and do the work related to the inventory control. By having explicit knowledge, he could do work in a better way and also on time. In this way, the performance of the whole inventory control department improved.

Thank you for reading our article about span of controls.

Liked this post? Check out the complete series on Management

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About Hitesh Bhasin

Hitesh Bhasin is the CEO of Marketing91 and has over a decade of experience in the marketing field. He is an accomplished author of thousands of insightful articles, including in-depth analyses of brands and companies. Holding an MBA in Marketing, Hitesh manages several offline ventures, where he applies all the concepts of Marketing that he writes about.

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Defining the Span of Control

The uses of the concept, “Span of Control,” have become so varied over the past years that in its present form it is no longer useful as a means of communicating information between scholars. This paper argues that the span of control is a useful concept for measuring the closeness of contact between a superior and his subordinates. It presents data which demonstrate that different operational definitions of the term will produce not only greatly different mean values of the span of control, but also different correlation coefficients with other important structural variables.

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Span of Control (GCSE)

Last updated 22 Mar 2021

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The span of control is the number of subordinates for whom a manager is directly responsible. The two diagrams below illustrate two different spans of control:

A span of control of 7 would be considered to be quite wide.

Contrast this with a span of 3 below, which would be considered "narrow"

Is there an ideal span of control?

The answer is generally no – a suitable span of control will depend upon a number of factors:

• The experience and personality of the manager
• The nature of the business. If being a line manager requires a great deal of close supervision, then a narrower span might be appropriate
• The skills and attitudes of the employees. Highly skilled, professional employees might flourish in a business adopting wide spans of control
• The tradition and culture of the organisation. A business with a tradition of democratic management and empowered workers may operate wider spans of control

Should spans of control be wide or narrow?

Here is a summary of the relative advantages and disadvantages of each:

• Span of control

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