Examples of span of control in the following topics:
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- Important characteristics of an organization's structure include span of control, departmentalization, centralization, and decentralization.
- Each of these structures provides different degrees of four common organizational elements: span of control, departmentalization, centralization, and decentralization.
- Span of control—or the number of subordinates a supervisor has—is used as a means of ensuring proper coordination and a sense of accountability among employees.
- In the past it was not uncommon to see average spans of one to four (one manager supervising four employees).
- With the development of inexpensive information technology in the 1980s, corporate leaders flattened many organizational structures and caused average spans to move closer to one to ten.
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- A decentralized organization tends to show fewer tiers in its organizational structure (less hierarchy), a wider span of control, and a bottom-to-top or horizontal flow of decision making and ideas.
- These decisions or policies are then enforced through several tiers of hierarchy within the organization, gradually broadening the span of control until they reach the bottom tier.
- This type of structure tends to be seen in organizations that run on less rigid policies and wider spans of control among each officer of the organization.
- The wider spans of control also reduce the number of tiers within the organization, giving its structure a flat appearance .
- One advantage of this structure—if the correct controls are in place—is the bottom-up flow of information.
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- Formal reporting relationships include lines of authority, decision responsibility, number of hierarchical levels, and span of managers' control.
- Tall structure: A management structure characterized by an overall narrow span of management, a relatively large number of hierarchical levels, tight control, and reduced communication overhead.
- Flat structure: A management structure characterized by a wide span of control and relatively few hierarchical levels, loose control, and ease of delegation.
- Enabling creativity and minimizing control often comes at the cost of speed and efficiency, and vice versa.
- The management process involves tasks and goals of planning, organizing, directing, and controlling.
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- In the network structure, managers coordinate and control relationships with the firm that are both internal and external.
- In this structure, managers coordinate and control relations that are both internal and external to the firm.
- At the industry level, complex networks can include technological and innovation networks that may span several geographic areas and organizations.
- To maintain control of their product, they may rent retail space through their network and purchase production capabilities from a variety of partner organizations that have their own manufacturing facilities.
- Because the network structure is decentralized, it has fewer tiers in its organizational makeup, a wider span of control, and a bottom-up flow of decision making and ideas.
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- He wrote a book in 1960 called The Human Side of Management, which suggested motivating employees through authoritative direction and employee self-control.
- McGregor's book was voted the fourth most influential management book of the 20th century in a poll of the Fellows of the Academy of Management.
- Theory Y assumes that employees are ambitious, self-motivated, exercise self-control, and generally enjoy mental and physical work duties.
- Complex hierarchical structures are needed in order to offer a narrow span of control at every level of the organization.
- This type of human-resource development is much more similar to the behavioral management theories of Maslow's self-actualization and the Hawthorne studies than any of the classical theories of management.
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- Financial and budget controls help ensure project success by controlling (and giving visibility to) input resources and output returns.
- Determining the cost of a project is one of the most important initial steps for a project manager.
- An important part of budgeting is setting a plan that can be followed over the course of the project.
- Once a project receives funding, the project manager will need to use budgeting controls such as variance analysis in order to stay within the budget and ensure the success of the project.
- Budget plans can be used to project incomes and expenses over the span of several months.
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- E-business involves business processes that span the entire value chain: electronic purchasing and supply-chain management, electronic order processing, customer service, and business partner collaboration.
- E-business software allows the integration of intrafirm and interfirm business processes.
- Production processes including procurement, ordering and replenishment of stocks; processing of payments; electronic access to suppliers; and production control processes
- ICT improves the efficiency of work-group communications and electronic publishing of internal business information.
- Define and explain the general value chain of an e-business strategy and its advantages
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- Bureaucratic control is the use of formal systems of rules, roles, records, and rewards to influence, monitor, and assess employee performance.
- The biggest advantage of bureaucratic control is that it creates a command and control cycle for the business leadership.
- One disadvantage of bureaucratic control is that it may discourage creativity and innovation by making an organization more standardized and less flexible.
- This means that bureaucratic control can narrow the scope of possible ideas and plans.
- While software development may benefit from a more autonomous structure, for example, other industries benefit from the tight controls and tall hierarchies of bureaucratic control.
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- Controlling requires taking an aerial view of operational processes, identifying gaps and weaknesses to improve efficiency.
- According to modern concepts, control is a foreseeing action; an earlier concept of control identified it as chiefly detecting errors.
- Mockler presented a more comprehensive definition of managerial control.
- Control, relative to strategy, defines the latter stage of overall strategy.
- The direction of organizational control derives from the strategic plan of the organization.
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- Control uses information from the past and present and projections for the future to create effective control processes.
- Control involves making observations about past and present control functions to make assessments of future outputs.
- As part of a chain of cause-and-effect that forms a circuit or loop, actions are said to "feed back" into themselves.
- Pre-feedback given without measuring output may be understood as a confirmation or just an acknowledgment of control command.
- Diagram the control process of feedback, concurrent control, and feedforward within the organizational control context