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A narrow span of control might therefore be appropriate. When the work is fairly simple, a smaller amount of supervision is required and the span of control can be much wider. The geographical spread of employees. When employees are spread over a wide geographical area, the span of control should not be so wide that a manager spends most of his time travelling between the different locations where the subordinates are working, because excessive travelling time is often a waste of valuable management time.
There are three sales regions, each with its own regional sales manager. These regional managers have authority over selling activities within their region and have sales targets for the region. The South Area sales region is divided into four sales areas, each with an area sales manager who has authority over selling activities within the area and who is given area sales targets. 46 Authority is delegated from the top management of the company to the head of the department. Authority is delegated further to the regional managers and then to the area sales managers.
2 Span of control The span of control refers to the number of subordinates for whom a manager is directly responsible and over whom the manager has authority. For example, if a manager has six subordinates who report directly to him, the span of control for that manager is six. In an organisation structure, or in the organisation structure for a particular function or department, there is often a similar span of control for managers at the same level in the management hierarchy. For example, if a Grade 3 manager in the marketing department has four subordinates, it is often the case that the span of control for all managers at Grade 3 level in the marketing department is about four.