ORGANIZATION’S STRUCTURE AND SPAN OF CONTROL 1
TheStructure of an Organization and Span of Control in an Organization
The Structure of an Organization and Span of Control in anOrganization
In my organization,organizational structure describes how activities, for example,allocation of tasks, coordination, and supervision are aimed towardsachieving organizational goals. It is viewed as perspective orviewing glass whereby we view the organization and its environment isseen as a variant to clustered entities (Jennex, 2013). Myorganization, apart from the current structure, can also bestructured in a number of ways, depending on its goals andobjectives.
Organizational structure would determine the modes its activities areperformed and operated. The structure in my organization allowed usto allocate responsibilities for differed functions and the processesto various entities, for instance, branch, workgroup, department, andindividual (Graubner, 2006). The structure in our organization hasaffected organizational action in two ways: first, it offers aplatform whereby the operating standard procedures rest, andsecondly, it determines particular individuals get to contributeduring decision-making.
My organizationrecognizes a span of control to be the number of subordinates, whichis effectively managed within the organization’s structure. Thespan of control suggests the manner in which the relations aredesigned between the superior and the subordinate within theorganization. There are two types of span of control: (1). Narrowspan of control: in my organization, this type means that a singlesupervisor or manager oversees few numbers of subordinates (Jennex,2013). It helps gives rise to the organizational structure. (2). Widespan of control: in my organization, this means that a singlesupervisor or manager is mandated to oversee majority ofsubordinates. This has helped my organization to rise into a flatstructure within the organization.
It should be notedthat there is an inverse relationship between the number of levelsand the span of control within the organizational hierarchy(Graubner, 2006). In reality, the span of control is dependent uponvarious numbers of factors, which include the organizational nature,the nature of job, the employee of abilities and skills, themanager’s skills and competencies.
Graubner, M. (2006). Task, firm size, and organizational structurein management consulting: An empirical analysis from a contingencyperspective. Wiesbaden: Deutscher UniversitSts-Verlag.
Jennex, M. E. (2013). Dynamic models for knowledge-drivenorganizations. Hershey, PA: Information Science Reference.