Span of management for your life.

1. SPAN
OFMANAGE
MENT
Presented By
V.Sneha

2. Span of Management
Span of management defines clearly the
number of the subordinates can be effectively control
by the manager.

3. OTHER NAMES OF SPAN OF MANAGEMENT
1
•SPAN OF CONTROL
2
•SPAN OF SUPERVISE
3
•SPAN OF
RESPONSIBILITY

4. IMPORTANCE OF SPAN OF MANAGEMENT
BETTER
SUPERVISION
AND CONTROL
GOOD
PROFESSIONAL
RELATIONS
GOOD
COMMUNICATION
AND
COORDINATION
DEVELOPS
DISCIPLINE AND
MUTUAL TRUST
INCREASES
EFFICIENCY

5. FACTORS AFFECTING SPAN OF MANAGEMENT
CAPACITY
OF
SUPERIORS
TECHNIQUE
OF
COMMUNICATION
FIXATION OF
RESPONSIBILITY
CAPACITY
OF
SUBORDINATES
DELEGATION
OF
AUTHORITY
TRUST ON
SUBORDINATES
NATURE OF
WORK

6. WIDE SPAN OF MANAGEMENT
•This means a single
manager or supervisor is
managing Large numbers
of subordinates .
•For example 7 -8 numbers
of subordinates.
NARROW SPAN OF MANAGEMENT
•This means a single manager or
supervisor is managing Few
number of subordinates .
•For example 2-3 number of
subordinates.
Meet
Our
Team
TYPES OF SPAN OF MANAGEMENT

7. WIDE SPAN OF MANAGEMENT

8. NARROW SPAN OF MANAGEMENT

9. DEPARTMENTALI
ZATION

10. Departmentalization
•Departmentalization is defined as the process of grouping
individual jobs into departments.
•It involves grouping of activities and employees into
departments so as to achieve the organisational objectives.
•The grouping into departments of work activities that are
SIMILAR and LOGICALLY connected

11. Departmentalization

12. TYPES OF DEPARTMENTALIZATION

13. AUTHORITY AND
RESPONSIBILITY

14. Features
•Authority can be
assigned to some other
person.
•It is related to the post
(with the change of post,
even authorities change).
•It makes
implementation of
decisions possible.
•It is the key to a
managerial job, because
a post without authority
cannot be a managerial
post.
It means the
power to take
decisions.
Decision can
be related to
the use of
resources and
to do or not
to do
something.
AUTHORITY

15. Definition
A Right & a
Power to
influence the
behavior or
efforts of
other
persons
The power to
make
decision
which guides
the action of
others
AUTHORITY

16. Types Of Authority
 Positional authority
 Coercive authority
 Expert authority
 Referent authority
 Reward authority

17. RESPONSIBILITY
Responsibility is the obligation of a
subordinate to properly perform the assigned duty.
When a superior assigns a job to his subordinate it
becomes the responsibility of the subordinate to
complete the job.

19. Featuresof RESPONSIBILITY
Responsibility can be assigned to some other
person
The essence of responsibility is to be dutiful
It gets originated because of superior-
subordinate relationship.

20. DIFFERENCE BETWEEN AUTHORITY AND
RESPONSIBILITY
Basic of
Distinction
Authority Responsibility
Meaning The power or right of a
superior to give order to
others
It is an obligation to
perform the assigned duty
or order
Sources of
Origin
It emerges from a formal
position in the organisation
It emerges from superior
subordinate relationship
Direction of
Flow
It flows downwards i.e.
from top to bottom level
It flows upward i.e. from
bottom level to top level
Purpose Its purpose is to make
decisions and get the
decisions executed
Its purpose is to execute
the duties assigned by the
superior

21. DELEGATION AND
DECENTRALIZATION

22. DELEGATION
•Delegation is the assignment of any responsibility or
authority to another person to carryout specific activities.
•Core concept of management leadership

25. KINDS OF DELEGATION
1
•Downward delegation
2
•Upward delegation
3
•Sidewise delegation

26. Process of delegation
The process of delegation involves
•Assignment of authority
•Assignment of task
•Creation of responsibility
•Creation of accountability

28. Deligation strategies
Allowing assistants to make decision regarding
assigned tasks
Delegating responsibility to right person
Providing necessary authority,resources and
support to staff
Having complete faith

29. DECENTRALIZATION
Process by which the activities of an organization are
distributed or delegated away from central to local.
According to Koontz and O’Donnell- “Decentralization is
the systematic effort to delegate to the lowest levels all
authority except that can be exercised at a central point”.

30. Factors determining degree of
decentralization
1. Significance of a decision.
2. Desire for uniformity.
3. Size of the business unit .
4. Decentralization for performance .
5. Business dynamics .
6. History of the enterprise.
7. Desire for independence.
8. Availability of competent managers .
9. Efficacy of control techniques .
10.Nature of top management .
11.Environmental influence

31. Advantages
 Increase motivation
 Timely decision
 Day to day problem solving
 Lower level mangers also work closely with
employees and customers.
 Decrease management fire fighting
 More freedom in decision making

32. LINE AND STAFF
RELATIONSHIP

33. LINE AND STAFF
Line and Staff are names given to different types of
functions in organizations.
A "line function" is one that directly advances an
organization in its core work. This always production and
sales, and sometimes also marketing.
A "staff function" supports the organization with
specialized advisory and support functions.
For example, human resources, accounting, public relations
and the legal department are generally considered to be staff
functions.

34. STRUCTURE

36. What Is Line Organization?
Line structure consist of direct vertical
relationship which connects the position
and task of each level with those above and
below it.
It represent the structure in direct virtual
relationship through which authority
travels.

37. What Is Staff Organization?
Person of the organization who provide
advice and service to line.
•Provide expert advice on important
matters.
•Enables line people to work more
efficiently.
•Cannot directly issue orders to
subordinates in line departments.

38. THANK YOU- SPREAD SMILE
 Letzz rock our vote….