Span of control presentation
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This document discusses span of control, which refers to the number of subordinates a manager can effectively oversee. There are two types of span: narrow span involves a manager overseeing 2-3 subordinates and offers tight control but creates more management levels, while wide span involves a manager overseeing 7-8 subordinates and saves time but reduces performance quality. An effective span of control leads to better supervision, increased efficiency, good communication, and developed trust and discipline. The factors that affect span of control include the nature of work, trust in subordinates, fixation of responsibilities, and the capacities of both the supervisor and subordinates.
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Span of control in Management Concepts
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
Span of a Management - Management Principles
Span of a Management - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAcSpan of management
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
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Controlling in management
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The document discusses various concepts related to organizational management structures including span of management, departmentalization, authority and responsibility, delegation and decentralization, and line and staff relationships. Specifically, it defines span of management as the number of subordinates that can be effectively managed by a single manager. It notes that factors like the capacity of supervisors and subordinates, communication techniques, and the nature of work can impact the span of management. The document also differentiates between types of departmentalization, authority and responsibility, and line and staff functions within an organization.
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Span of a Management - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAcSpan of management
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
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Controlling is the process of ensuring actual activities match planned activities and involves measuring performance, comparing it to standards, and taking corrective actions when needed. It helps managers monitor the effectiveness of planning, organizing, and leading. Control is a pervasive and dynamic process that is forward-looking, action-oriented, and reviews past activities to facilitate effective supervision, better decision-making, coordination, and decentralization of authority.
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Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
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Span of management refers to the number of employees that report to a single manager. It is influenced by factors like the nature of work, employees' talents, and communication methods. Graicunas's theory identified three relationship types between managers and subordinates: direct single, direct group, and cross. Direct single involves one manager directly overseeing subordinates. Direct group involves joint consultation. Cross involves subordinates relating to each other. An equation can determine the number of relationships based on subordinates.
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Span Of Management.pptx
The document discusses the span of management, which refers to the number of subordinates a manager can effectively oversee. There are two approaches to determining span of management: wide span and narrow span. A wide span involves more subordinates per manager and allows for more autonomy, while a narrow span allows for closer supervision due to fewer subordinates. Factors that influence the appropriate span include the manager's experience, the nature of the work, subordinates' competence, available time for supervision, and quality of communication and planning systems. Determining the optimal span of management balances effective supervision with efficient utilization of managerial resources.
Case study span of management IIPM
Kiran Kumar had been successful as the marketing manager for the company's south zone using a democratic management style with decentralized decision-making. However, when he was also made responsible for the central zone, he struggled to manage both territories effectively due to the increased workload. The company could have avoided losses by hiring a new marketing manager for the central zone instead of overloading Kiran Kumar, allowing him to focus on the south zone where he had established strong relationships.
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Span of management
Span of management refers to the number of employees that report to a single manager. It is influenced by factors like the nature of work, employees' talents, and communication methods. Graicunas's theory identified three relationship types between managers and subordinates: direct single, direct group, and cross. Direct single involves one manager directly overseeing subordinates. Direct group involves joint consultation. Cross involves subordinates relating to each other. An equation can determine the number of relationships based on subordinates.
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one of the important function of management is 'Directing" which should be aptly consider for overall success of an organization.
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This document discusses the concepts of controlling and the relationship between planning and controlling. It defines controlling as a process of monitoring performance and taking action to ensure desired results. Controlling is a continuous, dynamic, action-oriented, and forward-looking process exercised at all levels of management. The key steps in controlling are establishing objectives and standards, measuring actual performance, comparing results to objectives, identifying deviations, and taking corrective action. Planning precedes controlling and provides the basis for it, while controlling ensures plans are implemented properly and kept on track. Planning and controlling are interdependent and mutually reinforcing functions.
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The document discusses the concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
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The document discusses span of management, which refers to the number of subordinates a manager can effectively oversee. An appropriate span allows for better supervision, increased efficiency, good relations, and strong communication. It is influenced by factors like the nature of work, communication techniques, trust in subordinates, and subordinates' capacity. Span can be wide, with managers overseeing many subordinates in a flat structure, or narrow with fewer subordinates in a tall structure. Wider spans have economic benefits but can reduce performance quality, while narrow spans allow closer control but increase costs.
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The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
CONTROLLING PROCESS IN SUPERVISION
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
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The document provides an introduction to management concepts. It discusses that management involves coordinating human efforts to achieve organizational goals. Management is defined as the process of planning, organizing, staffing, directing and controlling. The five functions of management are also described as planning, organizing, staffing, directing and controlling. It notes that management is a universal process that is needed in all organizations to coordinate individual and group efforts.
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The document discusses different aspects of control as a management function. It defines control as verifying performance against plans and standards to identify errors and ensure objectives are met. Control involves measuring performance, comparing it to standards, and taking actions to correct deviations. It discusses different control techniques like personal observation, reports, and adjusting standards or employee performance to bring results in line with goals. The key aspects of an effective control system are outlined.
Promotion, Transfer And Seperation
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Organizational Structure & Behaviour
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Process of controlling
Process of controlling has four steps.
1. Establishment of standards
2.Measurement of performance
3 Comparison of actual and standard performance
4. Taking remedial actions
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Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
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Group behaviour ppt
Group behavior involves two or more people interacting as members of a group to achieve shared goals. There are two main types of groups: formal groups, which have defined rules and goals; and informal groups, which are based on friendship and personal relationships. People join groups for security, affiliation, power, goal achievement, self-esteem, and status. As groups develop over time, they establish norms, roles, status hierarchies, and levels of cohesion. Group decision-making processes aim to leverage the knowledge and talents of members through techniques like brainstorming and nominal group processes.
Organising
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
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The document discusses the span of management, which refers to the number of subordinates a manager can effectively oversee. There are two approaches to determining span of management: wide span and narrow span. A wide span involves more subordinates per manager and allows for more autonomy, while a narrow span allows for closer supervision due to fewer subordinates. Factors that influence the appropriate span include the manager's experience, the nature of the work, subordinates' competence, available time for supervision, and quality of communication and planning systems. Determining the optimal span of management balances effective supervision with efficient utilization of managerial resources.
Case study span of management IIPM
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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Span of control presentation
- 2. MEANING :- • It Is Also Called As “Span Of Management”, It Reffers To Number Of Subordinates Effectively Manage Or Control By Manager.
- 3. Types :- • There Are Two Types Span 1] Tall Span/ Narrow span. 2]Wide Span /Flat Span.
- 4. 1]Tall Span/ Narrow Span :- This Means A Single Manager/Supervisor Managing Few Number Of Subordinates i.e. 2-3 subordinates.
- 5. Merits & Demerits :- Merits 1]Offer Tight Control 2]Manager Efficiency Increase 3]Personal Contact With Manger Demerits 1]Creates More Levels Of Management 2]Time Consuming 3]Costly
- 6. 2]Flat Span/ Wide Span :- This Means A Single Manager/Supervisor Managing Large Numbers Of Cordinates , i.e.7-8 Subordinates.
- 7. Merits & Demerits :- Merits 1]Time Saving 2]Direct Contact With Subordinates 3]Opportunities For Subordinates Development Demerits 1]Reduce Quality Of Performance 2]High Qualified Staff Needed 3]Less Initiative For Worker
- 8. IMPORTANCE OF EFFECTIVE SPAN OF CONTROL:- 1]Better Supervision And Control
- 9. 3]Good Professional Relationship 2]Increase Efficiency
- 10. 5]Developed discipline and mutual trust 4] Good Communication and Co-ordination4] Good Communication and Co-ordination
- 11. FACTORS AFFECTS ON SPAN OF CONTROL Nature Of Work Trust on Subordinates Fixation of work Capacity of Supervisor Capacity of Subordinates
- 12. 1.Nature Of Work 2.Trust on Subordinates
- 13. 3]Fixation Of Responsibility 4]Capacity of Supervisor