span of control business plan

How to identify the right ‘spans of control’ for your organization

Throughout the 20th century, many organizations chased the notion of finding and using one ideal universal “span of control” (SOC)—the magic number of employees a manager could oversee to achieve optimal effectiveness and efficiency. However, over decades of supporting the world’s leading organizations in their redesign experiences, McKinsey has found that there is no single magic number that fits all types of managers and the work that they do. In fact, chasing one single number can actually reduce effectiveness.

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Some practitioners have attempted to identify the “right” number by industry or segment, using benchmark or peer comparison methods. Our analytical evidence and experience indicate that while a peer-benchmark approach may seem appealing, it often causes new problems, heavy handedly applying structures that work for the strategy of other organizations. The top-down assignment of managerial span of control, based on external comparisons, misses the specificity critical to designing something that is right for each company’s context and strategy. It doesn’t take into account how each department and team should perform their work to accomplish their collective performance and health goals.

We propose a new way to set target spans of control for our clients, one that enables companies to build organizations that are “fit for purpose” to their context and strategy. We have found that optimizing for managerial span requires an understanding of the complexity and the nature of the work done by both the manager and their direct reports. By studying thousands of individual managerial jobs, we have categorized them into five different archetypes that reflect the most typical types of managerial work: player/coach, coach, supervisor, facilitator, and coordinator. By applying these managerial archetypes to current manager roles, you can identify opportunities to rightsize their spans of control, ultimately increasing the effectiveness, efficiency, speed, and productivity of the entire organization.

The five managerial archetypes

In our experience, basing the target number of direct reports on the actual work done by a manager’s team produces the best outcome. In doing this across hundreds of organizations we have identified five managerial archetypes to guide the process: player/coach, coach, supervisor, facilitator and coordinator. These archetypes cover spans ranging from three to five to more than 15 direct reports per manager. We use ranges to allow for flexibility in strategy and execution, as we know that not every individual in a given manager cohort will have the same managerial capabilities. Ranges give room for managers both new to the role, who are still upskilling, as well as for high-performing managers, who are at the top of their game.

Each role in an organization can be mapped to one of the five managerial archetypes depending on four aspects of managerial complexity:

• Time allocation. How much actual time is the manager spending on her or his own work versus time spent managing others?
• Process standardization. How standard and formally structured is the work process?
• Work variety. How similar or different is the work of individual direct reports?
• Team skills required. How much experience and training do team members’ jobs require? How independent are the direct reports?

Player/coach

A player/coach has a significant level of individual responsibility. There may not be guidelines or standardized processes in place for this work. The teams conduct different types of work, and those work activities are rarely repeatable. Self-sufficiency can be achieved only after several years because work requires skills developed over an extensive apprenticeship.

Example: Functional vice president

Such a role typically needs a great deal of experience in the industry and business, and they bring their experience to bear. Strategy work, by its nature, is unique and not repeated. Team members are apprenticed to the leader, and build their expertise over a long period of time, which requires the manager to provide constant guidance and apprenticeship. Other roles that typically fall into this category include areas with expert knowledge or skill—a consulting engagement manager falls squarely into this bracket.

The typical managerial span for a player/coach is three to five direct reports.

A coach archetype has a substantial level of individual responsibility and executional support from others. Process guidelines are in place. Subordinates typically conduct more than one type of work. Additionally, for a given type of work, coach activities are conducted differently. Self-sufficiency can be obtained typically within a year because work requires skills developed during a substantial apprenticeship in a structured way.

Example: Customer-analytics manager in a marketing group

The customer-analytics manager has a substantial level of individual responsibility. While process guidelines may be in place for standard analytics, this role will also be responsible for developing new analytics based on best practices. Subordinates join with some level of analytics background, but need support and apprenticeship to become familiar with the business, the strategy, and the customers for this company to be effective at their work.

The typical managerial span for a coach is six to seven direct reports.

A supervisor archetype has a moderate level of individual responsibility and has leadership from others for execution. A standard work process exists. Direct reports conduct the same type of work but activities may be conducted differently. Self-sufficiency can be achieved more quickly (for example, within six months) because work requires skills developed through a moderate apprenticeship in a standardized way.

Example 1: Accounting manager

Typically, the accounting manager will handle exceptional situations, however standard company-wide processes and guidelines for accounting already exist. Direct reports are typically all accountants who manage the books but activities may differ by jurisdiction. Accountants come in with basic training but need apprenticeship to understand the company-wide processes and procedures that may be specific to their company.

Example 2: Senior vice president of finance

This is a senior leader in finance in a large organization who has direct reports at the vice president level. He or she may do a large amount of individual work and be responsible for situations where there are no clear guidelines, while direct reports are typically also very senior and independent. As a result, the archetype tends toward supervisor.

The typical managerial span for a supervisor is eight to ten direct reports.

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Facilitator.

A facilitator archetype has limited responsibility for individual delivery, with primary accountability for managing the day-to-day work of others. Work is mostly standardized. Teams conduct the same type of work and similar activities. Self-sufficiency can be achieved within one to two months because skills can be acquired quickly or direct reports have the majority of skills before starting the job.

Example: Accounts receivable and payable managers in a large finance organization

There’s one clear process established for all activities, with adjustment for some exceptions. All vendors follow the same process, and it is repeated at a fixed time interval. The direct reports can be self-sufficient within a month and the manager then has to handle only the exceptions.

The typical managerial span for a supervisor is 11 to 15 direct reports.

Coordinator

A coordinator archetype spends nearly all of his or her time managing day-to-day work. The work is highly standardized or automated. Direct reports perform the same essential work and activities. Self-sufficiency can be achieved in a couple of weeks because work requires few specific skills or people have the skills before entering the role.

Example: A manager in a call center

A call-center manager typically handles only escalation calls; all other calls are handled by the operators. The work, especially in billing call centers, is very standardized, and people can start in a call center with only a week or two of training.

The typical managerial span for a coordinator is 15 or more direct reports.

Use managerial archetypes to drive efficiency and effectiveness

By better understanding the managerial archetypes in the organization you can set specific guardrails for each managerial cohort. Using rigorous analytics and evidence, targeted actions can be taken to either streamline or increase the spans of control for each group.

By rightsizing your managerial spans of control, companies can dramatically improve the productivity and speed of their organization. In our work with companies, we’ve seen that increasing spans of control for managers with few direct reports (for example, replacing coaches with facilitators) can eliminate subsize teams, helping to break down silos, increase information flow, and reduce duplication of work. By increasing the span of control for managers who could or should take on more, you can actually decrease the amount of micromanagement in the organization, creating more autonomy, faster decision making, and more professional development for team members. Correcting spans that are too narrow can also reduce the total number of layers of an organization—decreasing the distance from senior leaders to the front line and, in many cases, to their customers. Typically, we see comprehensive span exercises reducing at least one layer in an organization. Finally, by rightsizing spans of control, you can free up resources to invest in higher value activities. We typically see an opportunity to save between 10 to 15 percent of managerial costs by rightsizing spans and layers.

Historically, optimizing SOC has often been seen as primarily a cost-management exercise. However, companies can also use the opportunity to better structure their organizations, increasing productivity and efficiency. Ultimately, smarter and more efficient management will drive value.

An outside-in and inside-out approach

We advise taking an “outside-in, inside-out” approach to applying these managerial archetypes to an organization. Based on expert interviews and empirical research, we have created a robust set of preassigned managerial archetypes for a list of functional and subfunctional groups (for example, HR, legal, or even auditing).

We can apply these preassigned archetypes outside-in to the managerial job families in an organization’s personnel data file to create a starting point for discussion with internal experts (for example, HR and business leaders). Then we apply an inside-out method to truly understand the roles, spans, and structure of the organization. We conduct a series of collaborative working sessions to pressure-test these archetype assignments given the company’s specific context and strategy. In these sessions, we can unearth situational factors (for example, a new group or line of business that’s just been launched, so isn’t yet standardized but someday will be) that can help our clients set their own span-of-control targets that are rooted in our archetype methodology but customized to their organizational needs.

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Importantly, these sessions also provide clients a chance to identify root causes that have led to misaligned spans of control, which can then be addressed as part of their redesign effort. Recognizing these critical underlying issues is the first step to improving organizational efficiency.

In some cases, for example, we have found that too-small spans of control have proliferated because managerial designation has been perceived as the only—or easiest—way to recognize and promote high performers. In other cases we’ve seen narrow spans because an organization has been slow to invest in its systems or digital enablement, requiring manual work—and human quality control—in places that could be largely automated. Correcting spans without addressing the underlying sources of inefficiency is, at a minimum, a short-term fix. Our approach helps to set targets for managerial work as it could get done but recognizes that understanding how it currently gets done helps identify sustainable ways to correct spans for the long term.

Evolution of our thinking on managers and management

As more of the workforce has moved from manufacturing and production industries to service-driven and knowledge-based sectors, the old-school notion of span of control has become increasingly challenged. Its very concept is being rethought and reimagined to exist in a modern, digital workforce, where people work remotely, globally, independently, and collaboratively, while doing a wide variety of analytical and creative jobs.

The top-down autocracy where managers would give orders to get work done is increasingly seen as a relic of another era. Today, managers are expected to provide guidance, apprenticeship, and expertise. Instead of it being about “control,” real leadership is more about managing through empowerment to drive productivity in teams that is greater than the sum of their parts. In agile organizations, where teams function as self-managed units, collectively setting team goals and leading themselves to achieve those goals without most of that leadership coming through the line manager, spans can sometimes be much larger than those mentioned here, given the reduced need for managerial oversight.

What’s clear is that as the reality of work continues to be disrupted by technology, innovation, and more modern work flows, the philosophy of management will also evolve. Our ideal managerial spans will need to keep up with the changing dynamics and demands of the workforce. Understanding the work that managers should and do get done will ultimately help you set targets for those magic numbers and create the right environment for your people to be successful.

Ashwin Acharya is an OrgSolutions expert and is based in McKinsey’s San Francisco office ; Roni Lieber is the OrgLab solution manager and is based in the North American Knowledge Center ; Elizabeth Seem is a leader of OrgSolutions and a partner in the Silicon Valley office ; and Tom Welchman is an OrgSolutions expert and is based in the London office .

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An HR’s Guide to Calculating Span of Control

What is span of control?

Importance of calculating span of control

How can you calculate the span of control ratio?

The span of control formula:, the span of control formula for sub-teams:, what is a span of control analysis, what to consider when analyzing the span of control.

• Accurate data – You need factual data about your team structures and managers to calculate correctly. This includes knowing how many employees will report directly or indirectly under a manager, what positions they hold, whether they work in one location or across multiple offices, etc. If any information is missing, then the calculation may not be valid.
• Your business’s size – This will determine the number of employees that report to each manager. The larger the company, the more likely it is that there will be multiple layers of management and many employees reporting to each manager. The number of employees reporting to your managers will be higher than that of a company with fewer employees.
• The type of business – Some companies have more complex structures than others. Ensure that you can accurately calculate the number of employees who report directly or indirectly under a manager for any business.

Common factors affecting span of control

1. the complexity of your organizational structure, 2. the skill level across your workforce, 3. geographical di s persion, 4. the company culture, 5. aligning with the business strategy, designing the spans of control for your organization.

• Player/coach
• Facilitator, and;
• Coordinator

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How to Determine Span of Control (+ Control Planning Template)

Span of Control Definition

Span of control—the number of employees managed by a single supervisor—varies from company to company, and also from team to team within the same company. In some organizations, many will report to the CEO or president; in others, there may be many reporting levels and fewer direct reports to each leader. 

There’s no perfect number of employees each person must manage. A recent study by Deloitte found that, on average, a supervisor today manages 10-11 employees. However, the sweet spot for managerial span of control can certainly be fewer than 10 employees, and it can also be more. Apple CEO Tim Cook, for example, reportedly has 17 direct reports .

Before determining the span of control that makes sense for the managers within your organization, it’s a good idea to consider the options. Organizations and teams can possess either a wide or a narrow span of control, and each has its advantages and drawbacks:

Span-of-Control Types

Wide span of control: Often found within a flat organizational structure, a wide span of control allows managers to have more direct reports and, therefore, more control over the work they produce. Although a wide span of control requires fewer managers and may facilitate an easier delegation of responsibilities, having a large number of direct reports can be overwhelming for managers, and it can also create confusion around team and individual accountability .

Narrow span of control: More common in a traditional organizational hierarchy, a narrow span of control provides each manager with fewer individuals to manage as well as more layers within the organizational structure in general. A narrow span of control provides managers and employees with more time for one-on-one communication as well as more opportunities for employee advancement, but it can also create more opportunities for delayed decision-making, increased bureaucracy, and the formation of silos .

Factors Impacting Span of Control

Within each organization, there is an ideal number of direct reports each manager can capably handle, but the reality is that the need for a wide or a narrow span of control varies depending on a number of factors. To determine what makes sense for each manager and team, you’ll need to consider the following:

Nature of the Work

Managers who supervise individuals performing highly structured, invariable work activities— in a call center , for example—may be able to manage 20 or more individuals at once. In such roles, many job tasks are clearly ordered and predictable in nature, ensuring that managers do not have to spend much extra time training or coaching employees throughout the workday. When employees do need help, the nature of the work is such that supervisors can quickly provide assistance in short bursts and ensure adequate attention is given to a larger number of direct reports.

On the other hand, managers supervising those who perform roles in which there is more room for individual judgment and special situations arise may be more suited to manage fewer direct reports. In such roles, individuals may require more on-the-job coaching and support, particularly when there is ambiguity regarding how to resolve conflicts or there are many moving parts. 

Time Management Constraints

Some managers spend the majority of their time managing others, whereas others are “producing managers” who must split their time between actively managing the work of others and doing their own. For example, a sales manager who has her own personal sales targets to meet each month will not be able to spend as much time managing sales reps as the sales manager who does not also have personal sales targets to meet. In such cases, managers must often look for opportunities to delegate certain responsibilities so that they can capably balance their ongoing personal job responsibilities with the need to spend the appropriate amount of time managing others. Some other examples of time management constraints that can impact a manager’s ideal span of control include:

Managers who work part time or on some kind of alternative work schedule

Teams with individuals dispersed among different locations and time zones

Managers who are leading large projects or task forces while also managing others

Experience Level of Employees

Employees who are new to their roles require more involvement from their manager than individuals who are more experienced. Therefore, teams with less experienced employees may require a narrower span of control, giving them more access to a manager who can provide regular coaching and guidance as they build experience. Examples of employees who might require a narrower span of control based on their experience level include:

Entry-level hires

New transfers to a team from another department

Company and Team Culture

The cultural backdrop of an organization can influence whether the span of control for its managers should be wider or narrower. For example, company cultures that are informal and flexible may encourage a wider span of control that gives employees more autonomy to act. In a less formal culture with fewer levels of management, employees have more access to senior leaders and are likely to be more empowered to work without supervision. 

Conversely, in company cultures that are more authoritative and formal, a narrower span of control may be more common. Employees are closely supervised and must follow the hierarchical structure, or “chain of command,” when communicating ideas and submitting their work. Organizations in which the culture drives a narrower span of control include the military, governments, and organizations that must adhere to specific emergency protocols, such as hospitals.

Skill Level of Manager

Managers who are new to supervising others or have not grown in their management capability over time will find it difficult to manage a large number of employees, no matter the type of work, company culture, or experience level of the people they are managing. Therefore, a narrow span of control may make sense for new managers, lest they quickly become overwhelmed with the routine challenges of managing and leading others.

Highly skilled managers will be more likely to successfully manage others and can handle a wider span of control. Managers who have mastered the art of setting expectations, providing feedback, and coaching others will be more capable of jumping in and helping multiple direct reports than a less skilled manager. However, it’s important to note that there is a limit to how many direct reports even the most experienced manager can supervise successfully. The experience level of the manager must be taken into account along with other factors, such as the nature of the work and the experience level of the employees, to determine the ideal number of direct reports a manager can handle before becoming overwhelmed. 

Use of Technology

Like the other factors, the use of technology can have a great impact on managerial span of control. Technology helps managers do more, see more of the work their direct reports are doing, and communicate more efficiently across locations and time zones. Collaboration technology, videoconferencing with remote employees, and a live org chart that helps managers connect with their team can allow managers to widen their span of control while still ensuring employees have the supervision, communication, and coaching they need.

How to Determine Span of Control (+ Template)

There are only so many hours in a day. And there are many variables that can help you determine the ideal number of employees any given person should manage. Whether a manager is best suited to have three direct reports or 13, it’s important to consider all of the factors that will determine the ideal span of control for your situation. Check out our span-of-control planning template, with an example, to help guide you as you determine the right number of direct reports for company managers:

When it comes to span of control, there is no secret number that works best for every manager, team, and company. Many factors will help you determine if managers and employees will benefit more from a wide or a narrow span of control. When you take into account all of the factors and leverage available technology to help managers lead others more efficiently, the whole organization benefits.

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Span of Control: A Guide for HR and Managers

From industry to organizational structure, department to managerial style, countless factors inform and affect span of control, an HR term referring to the number of direct reports a manager has.

While the span of control may vary from organization to organization, it’s generally growing. Recent Lattice benchmarking data revealed that, between 2020 and 2022, the average number of direct reports per manager increased from 4.3 to 5.2 — up by nearly a quarter. And it’s hardly gone down since, dipping to just 5.1 direct reports per manager last year.

Below we look more closely at the types of span of control, what factors influence a company’s average span of control, and how HR can support overstretched managers . 

What Is Span of Control?

Span of control refers to the number of people a supervisor is responsible for managing.

Organizations have been trying to identify the optimal span of control since Sir Ian Hamilton introduced the concept in the early 1920s . In the 1970s, interest in the notion skyrocketed , and organizations sought to uncover the ideal number of employees per manager as a cost-effective way to ensure effective performance . 

Today experts agree that there is no single optimum span of control that leads to managerial excellence and high-performance organizations . 

“Companies are often looking for an ‘ideal number’ of direct reports based on industry standards, but the reality is that there is no magic number. It depends on the type of output expected to succeed, and the quality of talent you have on board to get the required results,” said Lori Scherwin , ​​executive coach and founder of Strategize That , an executive coaching company. 

How Span of Control Affects an Organization

To empower managers and enable operational efficiency, people teams need to understand the concept of span of control — especially because its implications are so far-reaching. Span of control has a direct impact on how decisions are made, how connected employees feel to the organization, and the relationship between direct reports and managers.

“What often comes into play is the experience of managers and leaders to adapt to new structures. A good performer is not the same as a good manager , and all too often companies promote good performers without considering how well they can lead,” Scherwin noted. 

It’s well documented that managers are one of the most important elements when it comes to retention, á la employees don’t leave bad companies, they leave bad managers. So, regardless of an organization's average span of control, people teams need manager enablement strategies that promote effective communication and support managers in delegating tasks.  

Factors Influencing Span of Control 

Every organization is composed of a unique set of expectations, beliefs, team cultures, and ways of doing business. Industry, size, company history, organizational performance, company culture , and more come together to form a singular environment that dictates the day-to-day experience of employees, and these factors also influence the span of control in an organization. 

“Several factors influence an optimal range, from nature of the work to organization size and stage of development, to standardization of tasks, skillsets of both employee and leader, budget, and culture,” said Scherwin.

Moreover, these organizational factors are often interconnected. “The things that influence span of control can end up being influenced by span of control itself. For example, if a company widens its span of control in an effort to cut costs, it could conceivably negatively impact culture if it reduces appropriate communication across a larger team,” Scherwin added. 

In the modern business landscape where private equity and venture capital are major players, company (hyper)growth is another factor often playing a part in determining span of control — whether intentional or not. 

“We have gone through some M&A activities, and there's definitely been a shift of how many reports managers have,” said Yekaterina Weaklim , director of people operations at Yes Energy , a data company in the energy industry. “Some people have inherited certain reports because of interpersonal dynamics, while others have acquired new reports because of the nature of their work, among other factors,” she noted. 

Venture capital involvement can also dictate the roles or levels an organization must have just by nature of the business structure and ROI expectations. “If you have venture capital money, you need someone in the CFO seat. You need a financial planning and analysis person; you need an accounts payable/accounts receivable individual. There are just different reasons for different roles in the company. And sometimes you need a lot of layers and other times you don't need that many layers,” said Lindsay Dagiantis , founder and CEO of blueprintHR.co , an HR consulting firm. 

Types of Span of Control and the Pros and Cons of Each Approach

Span of control exists along a spectrum of narrow (more hierarchical, more layers) to wide (flatter organization, fewer layers), with some organizations falling in the middle. 

1. Narrow Span of Control 

The hierarchical nature of companies with a narrow average span of control means they tend to have more reporting levels with closer supervision. As managers have fewer direct reports, they play a key role in managing employees’ day-to-day activities and spend significant time collaborating with or supervising direct reports. Because there are so many managerial levels in the organization, growth and development (and promotion) opportunities are likely plentiful. 

“A narrow span of control can be useful when the work is highly advanced, requiring more communication and strategy development between the manager and employee. It provides more time for a manager to focus on the development of their team and can promote a positive culture that is reinforced by time spent collaborating,” Scherwin explained. 

Yet a narrow span of control with many management levels can lead to rigid structures, delayed decision-making, and added bureaucracy. It can also make managers a little too present. “On the flip side, if a manager who has a narrow span of control is too hands-on — i.e., micromanaging — it can lead to employee dissatisfaction, unnecessary stress, and turnover,” said Scherwin. 

2. Wide Span of Control

Companies with a wider average span of control are flatter organizations. They have fewer levels of reporting, which leads to less supervision and can make the culture feel more accessible. For example, an entry-level employee may have direct contact with C-suite members in companies with larger spans of control, while that would be uncommon in more hierarchical companies. 

Companies may opt for wider spans of control across the organization in environments where systems are well-implemented or work is highly operationalized. 

“A wide span of control can be useful when the work product is standardized, requiring less hands-on by a manager — think automated tasks or routine simple workflow. In this case, a manager needs to be able to delegate effectively and give team members more autonomy while being able to balance having final responsibility for output,” Scherwin explained. 

Fewer reporting levels and a higher direct report-to-manager ratio can lead to faster decision-making and even cut costs, but this combination poses risks for interpersonal relationships. 

“Many companies will restructure [to be flatter] for cost savings. While this can motivate individual employees, it can also create a disconnect in team building and camaraderie since the manager may be overwhelmed by final accountability without being able to fully engage with each of their direct reports,” Scherwin said. 

Impact on Performance and Morale

Consider an employee who thrives in a collaborative environment. They enjoy brainstorming with their colleagues and talking through problems to find solutions, and they value their weekly one-on-one with their manager, whom they view as a mentor . 

Now consider another employee who enjoys the solitary nature of their work. They prefer spreadsheets and asynchronous collaboration to in-person or virtual meetings. Their manager plays more of a supervisory role than a leadership one, which works well for their personality and type of work. 

These two employees may have different preferences for their organization’s ideal span of control, and the span of control would have a different impact on their performance and morale. There is no one-size-fits-all span of control.

Even so, it is possible to extrapolate generalities about span of control and its impact on performance and morale. “When you have too many direct reports and you lose the ability to be a high-touch leader, that can leave people to feel they aren’t being supported, which can impact morale and culture,” Weaklim pointed out. 

Even for managers who encourage employee autonomy, it’s critical to ensure employees still feel supported. “I am a very low-maintenance manager in the sense that my team knows what they're doing, but I still do my one-on-ones with them once a week, and I stay in regular contact with them on Slack, so they know I’m there,” Weaklim said. 

Ensuring your leaders have the skills required to operate efficiently and with empathy...is more important than the number [of direct reports].

How to Support Managers With Limited or Overstretched Spans of Control

The number of subordinates a manager has isn’t the only factor that contributes to overwhelm. The degree of employee autonomy, the number of experienced employees on their team, and whether or not they have a poor performer can all contribute to a more challenging team to manage. 

“It’s important to get clear on expectations for managers rather than saying ‘X is really effective with five people, so Y should be, too,’” said Dagiantis. “But the reality is that X and Y are different people, in different departments, and have two different teams.” 

People teams need strategies that focus on empowerment and enablement to support middle managers, regardless of their span of control. 

1. Invest in training.

We know that employees often get a promotion to management without receiving the training necessary for success — an all too common reality that’s unfair for both new managers and direct reports. 

“At the end of the day, ensuring your leaders have the skills required to operate efficiently and with empathy under the given number of direct reports is more important than the number itself,” said Scherwin. 

Even for long-time managers, a change to their managerial span of control may require new competencies. “If your organization plans to increase or decrease the span of control, the number one factor for success will be in identifying the aptitude and capabilities of your managers to adjust to the new structure. Invest in coaching and training to ensure you get the desired outcome in the least disruptive way,” Scherwin added. 

2. Use technology to support manager-employee interactions.

A platform that supports managers in streamlining the admin of management — think: a single place to store material for one-on-ones, track performance, and set goals and measure progress — frees up time for more high-touch activities. 

“Having a platform to exchange feedback, track data, and measure the frequency and/or quality of interactions can be really important to releasing the stress on the manager. It also allows managers to focus more on the outcome versus the input, which helps get managers to that proficiency level of true leadership faster,” said Dagiantis. 

3. Create a culture of communication among managers.

Creating a culture where it’s okay for managers to speak up is essential to preventing supervisor burnout, but more senior managers also need to be able to identify when the managers on their teams are struggling. “Empowering managers to speak up comes back to creating a sense of safety, but it also requires observing,” Weaklim noted. 

“I’m constantly looking at my team and how we’re functioning, and my manager is doing the same. If she sees I’m busy, she’ll ask me, ‘Are you overwhelmed? Is there too much going on? Do we need to look at another headcount because of the workload the team is carrying?’” Weaklim added. “It’s a two-way street: We need to create a culture where managers can speak up, but we should also be paying attention to them.”

Managers Need Support, No Matter Their Span of Control

Investing in managers means investing in company culture, retention, and productivity. By equipping our frontline managers with the tools they need to foster efficient and effective teams, everyone wins — an especially resonant truth as the average span of control for most organizations continues to grow. 

Lattice Analytics can give managers real-time insights to help them lead effectively. Schedule a demo today to learn more . 

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How to Calculate The Span of Control Ratio

What is the ideal span of control.

The ideal span of control isn’t a one-size-fits-all figure. It varies significantly based on the aspects that are unique to your organization. What may work for one company might not yield the same results for another. 

While most organizational experts recommend a manager-to-employee ratio of 1:5 to 1:15, it’s important to understand that the optimal span of control is influenced by several factors. These include the leadership style employed, the complexity of tasks, and the organizational structure, among others. We’ll discuss all of these and more in detail later on in the article.

What Are Examples of Span of Control?

A small tech company is headed by the CEO. The four department heads — marketing, sales, development, and human resources — report directly to the CEO. This narrow span of control allows the CEO to maintain close communication and oversight with each department for quick decision-making and agility in the face of market changes.

In a manufacturing plant, a floor manager has a wider span of control, wherein they oversee 30 floor workers. Each worker has a standardized work routine, so there’s minimal need for close supervision by the floor manager. While there’s a broader span of control, this setup enables efficient work operations and productivity.

In a law consultancy firm, a senior partner may oversee a team of five consultants, each working independently on projects. In this setup, there’s minimal direct supervision but high levels of trust and autonomy. This moderate span of control reflects a balance between independence and required supervision.

What’s The Importance of Span of Control?

A clear span of control is important for efficient organizational operations, as it influences how effectively a manager can supervise and support their team. Having an ideal span of control also ensures that managers are not overwhelmed, workloads are manageable, and employees have access to adequate guidance and development opportunities.

Types of Span of Control

Here are the different control types, depending on how many employees report directly to the manager. Each type has distinct advantages and challenges.

Narrower Span

A narrower span of control is when a manager oversees a small number of employees, common in training scenarios or jobs that require high levels of expertise. This setup emphasizes close supervision, guidance, and support. However, it could lead to slow decision-making and higher managerial staff costs. 

Broader Span

In a broader span of control, a manager supervises a large group of subordinates. This is setup is work- and cost-efficient for companies with standardized operations and low-complexity tasks. However, the drawbacks include potentially overburdened managers, employee disengagement, and less-optimal communication.

Analyzing Span of Control: Key Considerations

Designs for diverse leadership styles.

1. Autocratic Leadership:

• Narrower Span: Autocratic leaders prefer a more centralized approach.
• Benefits: Enables close supervision and control, but might limit employee autonomy.
• Moderate Span: Democratic leaders value input and collaboration.
• Benefits: Encourages employee participation while still maintaining effective management.
• Moderate to Broader Span: Transformational leaders inspire and motivate.
• Benefits: Balances inspiration with supervision, fostering innovation and growth.
• Broader Span: Laissez-faire leaders offer autonomy to subordinates.
• Benefits: Empowers employees but requires capable and self-motivated team members.
• Moderate Span: Transactional leaders focus on performance and rewards.
• Benefits: Balances task-oriented management with engagement and supervision.

Tailoring Span of Control for Organizational Success

To sum it up.

In conclusion, the span of control stands as a cornerstone in effective organizational management. From task complexity to leadership styles and communication dynamics, it is a concept that requires careful consideration to optimize managerial effectiveness.

By understanding its essence, analyzing key factors, and designing spans aligned with diverse leadership approaches, organizations can create a hierarchy that promotes efficient communication, strategic guidance, and enhanced employee engagement.

As organizations evolve, the adaptability and strategic deployment of the span of control continue to be vital in building resilient and thriving teams.

Frequently Asked Questions

What is the ideal span of control ratio.

There’s no ideal span of control ratio that will work for every organization. It will depend on several factors, such as task complexity, organizational structure, leadership style, and more. However, most organizational experts suggest a manager-to-employee ratio of 1:5 to 1:15.

What is an example of span of management?

For instance, a startup tech company usually follows a narrow span of management, with its CEO overseeing five department heads. These heads, in turn, each manage three managers responsible for five employees apiece. Conversely, a small business may have a wider span of management, with the owner directly supervising ten employees across diverse functions like sales, operations, and customer service.

What is the number for span of control?

The number for span of control is the number of employees a manager directly oversees. It can vary widely, from as few as three (for specialized or high-skill roles) to as high as more than twenty (for roles requiring less supervision). The number depends on the organizational structure, task complexity, managerial capacity, and more.

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Org Design , Management

How to Manage Span of Control Effectively

As a manager, one of the most critical decisions you'll face is determining the number of people you can effectively oversee. This is known as your span of control, and it plays a crucial role in your team's performance, morale, and overall satisfaction. In this article, we will delve deeper into the concept of span of control, exploring its definition, significance, calculation method, and how to find the ideal span for your specific circumstances. Additionally, we will examine the five distinctive managerial archetypes, each representing a different approach to team management based on varying spans of control.

What is Span of Control?

Span of control is the number of subordinates or team members that a manager or leader oversees. It is an important aspect of designing an organizational structure, as it affects the communication, coordination, and decision-making processes within the organization.

Span of control can vary depending on the level, function, and type of the organization. For example, a CEO may have a larger span of control than a middle manager, because the CEO has more strategic and visionary responsibilities that require direct involvement with the functional leaders. A sales manager may have a smaller span of control than a production manager, because the sales manager has more diverse and complex tasks that require more guidance and support from the subordinates. A flat organization may have a wider span of control than a hierarchical organization, because a flat organization has less layers and more empowerment for the subordinates.

Span of control can also be classified into two types: narrow and wide. A narrow span of control means that a manager has few subordinates reporting to them, usually less than 10. A wide span of control means that a manager has many subordinates reporting to them, usually more than 10. Each type of span of control has its own advantages and disadvantages, depending on the situation and the context. We will discuss these in more detail in the following sections.

Narrow Span of Control

A narrow span of control means that a manager has few subordinates reporting to them, usually less than 10. A narrow span of control implies that the manager has a high level of control and supervision over their subordinates, and that the subordinates have diverse or complex tasks that require more guidance and support. A narrow span of control can have advantages such as more feedback, more quality, and more specialization for the subordinates. However, it can also have disadvantages such as slower communication, higher costs, and more bureaucracy for the organization.

A narrow span of control is suitable for situations where:

• The manager has limited time and capacity to oversee many subordinates.
• The subordinates have different skills, roles, and responsibilities that need to be coordinated and integrated.
• The tasks are challenging, uncertain, or risky that need to be monitored and controlled.
• The quality and accuracy of the work are critical and need to be ensured and verified.
• The feedback and coaching are frequent and necessary for the subordinates to improve and develop.

Some examples of narrow spans of control are:

• A surgeon who leads a team of nurses, anesthesiologists, and technicians in an operating room, and supervises their actions, instructions, and outcomes. The surgeon has a high level of control and supervision over the team members, as they have different skills and roles that need to be synchronized, and the tasks are complex and critical that need to be performed with precision and care.
• A teacher who teaches a class of students, and guides their learning, assessment, and progress. The teacher has a high level of guidance and support for the students, as they have different abilities and needs that need to be accommodated, and the tasks are challenging and uncertain that need to be explained and clarified.
• A lawyer who represents a client in a court case, and directs their strategy, evidence, and arguments. The lawyer has a high level of oversight and control over the client, as they have different interests and goals that need to be aligned, and the tasks are risky and unpredictable that need to be prepared and defended.

Wide Span of Control

A wide span of control means that a manager has many subordinates reporting to them, usually more than 10. A wide span of control implies that the manager has a low level of control and supervision over their subordinates, and that the subordinates have similar or simple tasks that require less guidance and support. A wide span of control can have advantages such as faster communication, lower costs, and more empowerment for the subordinates. However, it can also have disadvantages such as less control, less feedback, and more stress for the manager and the subordinates.

A wide span of control is suitable for situations where:

• The manager has enough time and capacity to oversee many subordinates.
• The subordinates have similar skills, roles, and responsibilities that do not need much coordination or integration.
• The tasks are simple, routine, or standardized that do not need much monitoring or control.
• The quality and accuracy of the work are not critical or can be ensured by other means such as technology or peer review.
• The feedback and coaching are infrequent or optional for the subordinates to perform or develop.

Some examples of wide spans of control are:

• A factory manager who manages a team of workers in a production line, and provides them with the resources, tools and instructions for the production process. The factory manager does not closely supervise or instruct the workers’ work, but rather empowers them to follow the standard operating procedures and quality control measures.
• A call center manager who oversees a team of customer service agents, and provides them with the training, scripts, and feedback for the customer interactions. The call center manager does not directly monitor or intervene in the agents’ calls, but rather empowers them to follow the best practices and customer satisfaction metrics.
• A store manager who leads a team of sales associates, and provides them with the goals, incentives, and recognition for the sales performance. The store manager does not directly manage or influence the associates’ sales, but rather empowers them to follow the sales strategies and customer loyalty programs.

Why is Span of Control Important?

Span of control is important because it affects the effectiveness in managing the company. For example, it impacts flexibility and communication within the organization. When the span of control is wider, communication flows more quickly between levels, enabling faster decision-making. In addition, organizations have fewer layers, so messages take less time to get from the lowest level to the top level or vice versa. On the other hand, when the span of control is narrower, communication flows more slowly between levels, resulting in slower decision-making. In addition, organizations have more layers, so messages take more time to get from the lowest level to the top level or vice versa.

Span of control also affects workload and delegation. When managers have more subordinates to manage, their workload is heavier. Thus, managers should delegate more because it is impossible to rely on themselves to make all decisions. Instead, they take part in more strategic aspects. Meanwhile, subordinates play a role in making less essential decisions. Delegation can lead to job satisfaction, as subordinates feel the manager trusts them, encouraging them to perform better. It can also lead to constructive feedback and better collaboration between them. Conversely, when managers have fewer subordinates to manage, their workload is lighter. Thus, managers should delegate less because they can rely on themselves to make most decisions. Instead, they take part in more operational aspects. Meanwhile, subordinates play a role in following instructions and executing tasks. Delegation can lead to job dissatisfaction, as subordinates feel the manager micromanages them, discouraging them from performing better. It can also lead to less feedback and less collaboration between them.

Span of control also affects organizational performance and efficiency.   According to research by Harvard Business Review , “the CEO’s average span of control has doubled over the past two decades, rising from about 5 in the mid-1980s to almost 10 in the mid-2000s.” This indicates that CEOs are taking on more responsibilities and seeking more direct involvement with their functional leaders. However, this also means that CEOs need to balance their time and attention among their multiple reports and tasks.   Other research by McKinsey suggests that optimizing span of control “ requires an understanding of the complexity and the nature of the work done by both the manager and their direct reports ”. Therefore, managers need to find the optimal span of control that suits their situation and context.

How is Span of Control Calculated?

Span of control is calculated by dividing the number of employees by the number of managers in a given level or department. For example, if a department has 20 employees and 4 managers, then the manager span of control is 20 / 4 = 5. This means that each manager has 5 direct reports on average.

However, span of control is not a fixed number that applies to every situation. It can vary depending on several factors that affect the nature and complexity of the work and the characteristics and preferences of the manager and the subordinates. Some factors that affect the span of control are:

• The capacity of the manager : The manager’s skills, experience, knowledge, and personality can determine how many subordinates they can effectively manage.
• The nature of work : The complexity, variability, interdependence, and urgency of the work can influence how much supervision and coordination are needed.
• The skills of the employees : The employees’ competence, motivation, performance, and autonomy can affect how much guidance and support they require from the manager.
• The method of communication : The availability, frequency, quality, and mode of communication between the manager and the subordinates can impact how well they can exchange information and feedback.
• The level of planning and organizing : The degree of clarity, consistency, and alignment of the goals, roles, policies, and procedures can influence how smoothly the work can be executed and monitored.
• The supervision from others : The presence or absence of other sources of supervision such as peers, mentors, or external stakeholders can affect how much oversight is needed from the manager.
• The use of other resources and assistance : The availability and accessibility of other resources and assistance such as technology, tools, training, or consultants can affect how efficiently and effectively the work can be done.

How to Find the Optimal Span

There is no one-size-fits-all answer to what is the optimal span of control for a manager. It depends on the specific context and circumstances of each case. However, there are some general guidelines that can help a manager find the optimal span of control for their situation:

• Assess the factors that affect the span of control : A manager should evaluate the factors that influence the span of control, such as the ones mentioned above, and identify the ones that are most relevant and important for their work.
• Consider the trade-offs and benefits of different spans of control : A manager should weigh the pros and cons of having a narrow or wide span of control, and how they align with their goals and objectives.
• Experiment and adjust : A manager should try out different spans of control and observe the results and feedback. They should also be flexible and willing to adapt and change their span of control as the situation evolves.

The Five Managerial Archetypes

According to research by McKinsey, there are five managerial archetypes that describe different styles of managing a team with different spans of control. These are:

A real life example of a relevant job role that might apply to the Player/Coach archetype is a software engineer who also leads a team of developers in a project. A software engineer is an individual contributor who designs, codes, tests, and maintains software applications or systems. A software engineer who also leads a team of developers is a player-coach who has additional responsibilities such as planning, coordinating, mentoring, and reviewing the work of the team members.

A description of how the Player/Coach archetype works in practice for this role is as follows:

• The software engineer allocates some time for their own coding tasks, such as developing new features, fixing bugs, or improving performance. They also allocate some time for their coaching tasks, such as setting goals, assigning tasks, providing feedback, or resolving issues for the team members.
• The software engineer communicates regularly with the team members, both individually and collectively, to monitor their progress, clarify their expectations, and address their challenges. They also communicate with other stakeholders, such as customers, managers, or peers, to align the project vision, scope, and deliverables.
• The software engineer leverages their technical expertise and experience to guide and support the team members in their coding tasks. They also leverage their leadership skills and style to motivate and empower the team members in their learning and development.
• The software engineer balances their own work quality and quantity with the team’s work quality and quantity. They also balance their own autonomy and accountability with the team’s autonomy and accountability.
• The software engineer evaluates their own performance and potential as a coder and a coach. They also evaluate the team’s performance and potential as a group and as individuals.

An example of a relevant job role that might apply to the Coach archetype is a human resources manager who also mentors a group of employees in a company. A human resources manager is a professional who oversees the recruitment, training, development, and retention of the company’s workforce. A human resources manager who also mentors a group of employees is a coach who has additional responsibilities such as providing career guidance, feedback, and support to the employees.

A description of how the Coach archetype works in practice for this role is as follows:

• The human resources manager allocates some time for their own human resources tasks, such as hiring new staff, conducting performance appraisals, or resolving employee issues. They also allocate some time for their coaching tasks, such as meeting with the employees, discussing their goals, or reviewing their progress.
• The human resources manager communicates regularly with the employees, both individually and collectively, to understand their needs, expectations, and challenges. They also communicate with other stakeholders, such as managers, peers, or customers, to align the employees’ career development with the company’s strategy and culture.
• The human resources manager leverages their human resources expertise and experience to advise and assist the employees in their career growth. They also leverage their coaching skills and style to inspire and empower the employees in their learning and development.
• The human resources manager balances their own work quality and quantity with the employees’ work quality and quantity. They also balance their own autonomy and accountability with the employees’ autonomy and accountability.
• The human resources manager evaluates their own performance and potential as a human resources manager and a coach. They also evaluate the employees’ performance and potential as professionals and individuals.

One eample of a relevant job role that might apply to the Supervisor archetype is a retail store supervisor who also manages a group of sales associates in a store. A retail store supervisor is a professional who oversees the daily operations, customer service, and merchandising of the store. A retail store supervisor who also manages a group of sales associates is a supervisor who has additional responsibilities such as assigning tasks, monitoring performance, resolving issues, and providing feedback to the sales associates.

A description of how the Supervisor archetype works in practice for this role is as follows:

• The retail store supervisor allocates some time for their own store management tasks, such as opening and closing the store, handling cash and inventory, or dealing with vendors and suppliers. They also allocate some time for their supervision tasks, such as scheduling shifts, distributing workloads, or enforcing policies and procedures for the sales associates.
• The retail store supervisor communicates regularly with the sales associates, both individually and collectively, to ensure that they are meeting the sales goals, customer expectations, and store standards. They also communicate with other stakeholders, such as customers, managers, or peers, to report the store performance, address any complaints or concerns, or share any best practices or suggestions.
• The retail store supervisor leverages their retail expertise and experience to train and coach the sales associates in their sales skills, product knowledge, and customer service. They also leverage their supervision skills and style to motivate and empower the sales associates in their work performance and career development.
• The retail store supervisor balances their own work quality and quantity with the sales associates’ work quality and quantity. They also balance their own autonomy and accountability with the sales associates’ autonomy and accountability.
• The retail store supervisor evaluates their own performance and potential as a store manager and a supervisor. They also evaluate the sales associates’ performance and potential as sales professionals and individuals.

One possible real life description of a relevant job role that might apply to the Facilitator archetype is an accounts receivable and payable manager who also oversees a group of accountants in a large finance organization. An accounts receivable and payable manager is a professional who manages the cash inflows and outflows of the organization, such as invoicing customers, paying vendors, or reconciling accounts. An accounts receivable and payable manager who also oversees a group of accountants is a facilitator who has additional responsibilities such as providing the resources, tools, and support for the accountants to perform their tasks effectively and efficiently.

A description of how the Facilitator archetype works in practice for this role is as follows:

• The accounts receivable and payable manager communicates regularly with the accountants, both individually and collectively, to ensure that they are following the established process, meeting the quality and deadline standards, and addressing any issues or queries. They also communicate with other stakeholders, such as customers, vendors, or managers, to align the cash flow management with the organizational needs, expectations, and feedback.
• The accounts receivable and payable manager leverages their accounting expertise and experience to guide and support the accountants in their accounting tasks. They also leverage their facilitation skills and style to encourage them to collaborate, innovate, and solve problems on their own.  

One possible real life description of a relevant job role that might apply to the Coordinator archetype is a call center manager who also organizes, schedules, and monitors the work of a group of customer service agents in a call center. A call center manager is a professional who oversees the daily operations, customer service, and quality control of the call center. A call center manager who also organizes, schedules, and monitors the work of a group of customer service agents is a coordinator who has additional responsibilities such as assigning tasks, distributing workloads, or enforcing policies and procedures for the customer service agents.

A description of how the Coordinator archetype works in practice for this role is as follows:

• The call center manager allocates some time for their own call center management tasks, such as handling escalation calls, resolving customer complaints, or reporting call center performance. They also allocate some time for their coordination tasks, such as planning the shift rosters, scheduling the breaks, or reviewing the call logs.
• The call center manager communicates regularly with the customer service agents, both individually and collectively, to ensure that they are meeting the call volume, customer satisfaction, and quality standards. They also communicate with other stakeholders, such as customers, managers, or peers, to align the call center service with the organizational needs, expectations, and feedback.

How to take advantage of the managerial archetypes

By better understanding the managerial archetypes in the organization, you can set specific guardrails for each managerial cohort. Using rigorous analytics and evidence, targeted actions can be taken to either streamline or increase the spans of control for each group. This can help you optimize the organizational structure and design, and improve the performance and health of your company.

Here are some steps you can follow to use managerial archetypes to drive efficiency and effectiveness:

• Assess the current state of your organization.   You can use a tool such as Functionly to map out your current state and visualize and assess your managerial spans of control. You can also use a survey or an interview to collect data on the current spans of control, roles and responsibilities , work complexity and interdependence, and managerial capabilities of your managers and their direct reports.
• Identify the gaps and opportunities for improvement. You can use the data from the previous step to compare your current state with your desired state, based on your strategy, goals, and context. You can also use the five managerial archetypes as a reference point to evaluate how well your managers fit their roles and tasks. You can then identify the gaps and opportunities for improvement, such as reducing or increasing the spans of control, clarifying or redefining the roles and responsibilities, simplifying or enhancing the work complexity and interdependence, and developing or leveraging the managerial capabilities.
• Design and implement the interventions to address the gaps and opportunities. You can use a variety of interventions to address the gaps and opportunities, such as restructuring or redesigning the organization, reallocating or redeploying the resources, streamlining or standardizing the processes, automating or outsourcing the tasks, training or coaching the managers and their direct reports, and rewarding or recognizing the performance and behavior. You should also communicate and engage with your stakeholders throughout the process, to ensure alignment, commitment, and feedback.
• Monitor and evaluate the impact of the interventions. You can use a set of metrics and indicators to monitor and evaluate the impact of the interventions on your organization’s efficiency and effectiveness. You should also collect feedback from your managers and their direct reports, to understand their experiences, challenges, and suggestions. You should then use this information to adjust and refine your interventions as needed.

By using these steps, you can use managerial archetypes to drive efficiency and effectiveness in your organization. You can also benefit from some of the advantages of using managerial archetypes, such as:

• Increasing productivity and speed. By rightsizing your managerial spans of control, you can reduce unnecessary layers, overheads, and bottlenecks in your organization. You can also increase communication, coordination, and decision-making among your managers and their direct reports. This can help you improve your operational efficiency and agility.
• Enhancing quality and innovation. By matching your managers’ roles and tasks with their skills and styles, you can optimize their performance and potential. You can also empower your managers and their direct reports to take ownership and accountability for their work. This can help you improve your service delivery and customer satisfaction.
• Boosting engagement and retention. By aligning your managers’ roles and tasks with their motivations and preferences, you can increase their satisfaction and fulfillment. You can also provide them with opportunities for learning

Interactive chart: Functionly can be used to map your organization and visualize current span of control.

Span of control is an important factor that affects how managers lead their teams effectively. There is no one-size-fits-all answer to what is the optimal span of control for every situation. Managers need to consider various factors such as the capacity of the manager, the nature of work, the skills of the employees  and development, recognition and reward, and feedback and coaching. This can help you improve your employee engagement and retention.

These are some of the ways you can use managerial archetypes to drive efficiency and effectiveness in your organization. By applying the concept of managerial archetypes, you can create a more optimal and healthy organizational structure and design that suits your situation and context. You can also leverage the strengths and diversity of your managers and their direct reports, and enable them to perform better and grow faster.

In conclusion, span of control is important because it influences various aspects of organizational structure and design, such as communication, delegation, workload, satisfaction, performance, and efficiency. Managers need to be aware of the advantages and disadvantages of different spans of control and adjust them according to their needs and goals.

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How Many Direct Reports?

• Gary L. Neilson

Senior leaders, always pressed for time, are nonetheless broadening their span of control.

Reprint: R1204H

If senior executives are feeling ever more pressed for time, why would they add more to their plates? It might sound counterintuitive, but research by Booz & Company’s Gary L. Neilson and Harvard Business School professor Julie Wulf shows that over the past 20 years the CEO’s average span of control, measured by the number of direct reports, has doubled. It stands at almost 10 today.

This gives fresh relevance to a perennial question for senior leaders: Just how much should they take on? The authors suggest five areas to consider: Where are you in the senior executive life cycle? How much cross-organization collaboration is required? How much time do you spend on activities outside your direct span of control? What’s the scope of your role? What’s the best mix of roles for your team?

A diagnostic tool provides guidance for leaders considering these questions and can help them estimate their optimal span of control. The issues explored are ones many senior executives—not just CEOs—should revisit throughout their careers. The best leaders, the authors show, stay mindful of the evolving demands of their job and continually tweak their team as they go.

Idea in Brief

Not so lonely at the top, ceos have doubled their span of control over the past two decades:.

Increased geographical and market complexities demand new points of view in the top team.

CEOs are increasingly engaged in the business, and more are playing the span-breaking COO role themselves.

CEOs are changing the leadership mix:

Functional leaders account for 80% of the increase in positions reporting to the CEO.

And the COO position is fading. By 1999 just 45% of Fortune 500 companies had a COO, and the figure continues to drop.

Executive development vehicles have expanded:

New development options offer ways for leaders to collaborate across the organization.

More functional leaders are taking on elements of general manager roles.

If senior executives are feeling ever-increasing pressure on their time—and few would suggest that’s not the case—why would they add more to their plates? It seems counterintuitive, but according to our research into C-level roles over the past two decades, the CEO’s average span of control, measured by the number of direct reports, has doubled, rising from about five in the mid-1980s to almost 10 in the mid-2000s. The leap in the chief executive’s purview is all the more remarkable when you consider that companies today are vastly more complex, globally dispersed, and strictly scrutinized than those of previous generations.

• GN Gary L. Neilson is a senior vice president in the Chicago office of Booz & Company.
• JW Julie Wulf is an associate professor at Harvard Business School and has conducted extensive research on the internal governance of senior management in large U.S. firms.

Partner Center

What’s a Manageable Span of Control? (+ Free Calculator)

We all know someone whose phone or smartwatch constantly buzzes with notifications during meetings. The first time it happens, you’re patient. The thirtieth time it happens, you feel defeated.

That’s because that vibrating device – or those invisible third parties in the room – sends a signal that you’re not a top priority. If you’re taking notes on what makes an ideal manager, this isn’t it.

But unfortunately, managers are often spread thin and stuck in the middle of competing priorities . This leads to some serious multi-tasking, which can also quickly lead to burnout and a lackluster employee experience.

One way to combat this is taking a hard look at your people’s span of control, sometimes referred to as span of management, and determining an ideal employee to manager ratio.

Are you a ChartHop user? If so, install this bundle to calculate the recommended span of control.

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Why Determining Span of Management is Critical for Scaling Startups

When a company is brand new, the organizational structure is flat: the founder leads a small team to get the company going. Their span of control—or number of direct reports—is manageable.

Startups often try to maintain this structure, even as they grow to 50+ employees. They think minimal leadership means less organizational politics . We managed to be successful without hierarchies so far , the thinking goes, so why introduce them now ?

But at a certain point of growth, having too few managers creates too many problems.

Communication chains break down and management tasks overwhelm leaders (especially in this digital era when 9-5 has become obsolete ). After all, managers oversee not only direct reports, but also report-to-report relationships and groups of reports for projects. And that span of control, according to the researcher V.A. Graicunas , creates an exponential amount of work.

There's more to consider than just employee to manager ratio. With every report comes multiple relationships to manage – and it grows exponentially with every addition to your team.

What’s more, employees that don’t receive the support they need are more likely to be disengaged, miss goals, and look for roles elsewhere. Your employee to manager ratio therefore affects every aspect of your company, and analyzing these numbers needs to be a part of your business strategy.

In short, when leadership feels the strain of their span of management, it’s time to add more layers. Analyzing the span of control helps companies balance management responsibilities, which leads to more focused managers and engaged employees .

Which is Better: A Narrow or Wide Span of Control?

To decide how many people should report to one manager, most people leaders ask the same question: Should the span of control be narrow or wide? Narrow means a manager has few direct reports and wide means they have many.

We hate to break it to you – span of management isn’t a one-size-fits-all concept. Instead, there’s a general guideline that then fluctuates depending on team structure and roles.

The upside is, by determining the correct span of control for your individual teams, you’ll provide the proper amount of support and guidance each manager and team member needs to be successful.

What’s the best way to determine the right span of control for your remote workforce? ChartHop’s VP of People and Talent weighs in.

Read her best practices here, wide span of control.

A manager with a wide span of control is personally responsible for many reports.

A wide span of control benefits teams in which there’s less variance and complexity.

Potential benefits to a wide span of control include:

• Better employee performance. Gallup reports that workers are 43% less likely to feel burnout if they control which tasks they work on, when they need to complete them, and how long they spend on each.
• Financial savings. A wide span may also be financially beneficial for the company, since fewer managers mean fewer leadership-level salaries to pay.

At the same time, a wide span of management can be overwhelming for managers, and may lead to:

• Strained time management. The more time managers spend overseeing employees, the less time they have for their own work. Depending on the role, this imbalance can lead to lower productivity as they struggle to finish their own tasks.
• Minimal supervision. Since they’re leading a large number of direct reports with similar roles, managers can provide needed support based on larger initiatives, but potentially less support to each team member.
• Role confusion. For a large number of employees to work together, they need to know who among them has decision-making power. But if they all directly report to one manager, that hierarchy on the team can become unclear.

Narrow Span of Control

Managers with a narrow span of control—or a small number of direct reports—run a tightly connected team.

A narrow span of control is best for teams with more variance and complexity in roles.

Potential benefits to a narrow span of control include:

• Close monitoring. Teams with a smaller employee to manager ratio can stay on track and in sync with one another. That’s because the manager can closely monitor and quickly communicate with employees since their teams are so small.
• Productive managers. With fewer direct reports, managers should ideally have enough time to complete their non-managerial tasks and hit their task-related goals.

But narrow spans of management aren’t always optimal. Small teams may lead to the formation of knowledge silos, causing employees to feel like they have little control or insight into company and team goals. In this case, team morale and innovation may drop. An ideal manager would combat this issue by scheduling cross-functional team meetings to drive creative thinking.

4 Questions to Find Your Ideal Span of Control

Understanding the difference between wide and narrow spans is helpful, but how do you figure out what a role’s exact number of direct reports should be?

You’re not alone in wondering about the perfect span of management; in fact, people have been asking this question since the 1930s . The truth is, no single span of control can apply to every manager. Instead of looking for a magic number, you should seek a more holistic approach.

To discover what’s best for your teams, answer the following four questions. Every answer has a numerical score. Tally your total when you’re finished to determine whether the role should have a low, medium, or high number of reports. This will help you determine a range to set a healthy span of control.

1. What is the balance of individual versus managerial work in the role you’re structuring?

Along with overseeing employees, managers are responsible for individual, role-specific work. For example, a director of engineering may design a product’s API and set its technology standards, or a head of design may research fashion trends and develop patterns.

If these individual tasks are time-intensive, the manager’s capacity for direct reports will be low. While it doesn’t mean that they shouldn’t oversee any employees, they’ll need a low span of control to fulfill their roles’ duties.

Alternatively, roles that are mostly managerial with little individual work should have a wide span of control.

Consider Camila, a VP of Operations with 20 direct reports. With this many team members, she spends four days every week just conducting 1:1s and group meetings. She only has one day to focus on operational tasks, even though her job description says this work should be the majority of her role.

To help her stay on track, Camila’s boss reduces her span of control by 75% to balance her workload. We’ll do the math for you: she keeps five direct reports, while 15 of her other people are transferred to other managers. With a low span of control, she is able to knock out her management duties in one day every week, has more time to focus on individual tasks, and can provide more support to her people.

Scoring Question: What is the balance of individual versus managerial work in the role you’re structuring?

2. Is the team’s work standardized?

Since managers are responsible for guiding team members, you’ll want to consider how much assistance their direct reports need to navigate daily demands.

For instance, a manager for account executives (AEs) usually has a wide span of control, since all team members need the same training and experience similar demands. Once providing standardized training, the manager has time to support AEs with the more unpredictable side of the role, such as requests by potential customers.

On the other hand, a manager for a team with varied roles needs a narrow span of control because direct reports need different training and support. A head of product, for example, might have just five direct reports that work on everything from UX to product marketing. But with a narrow span of control, the manager is able to communicate all of the frequent, rapid changes that are made to the product and guide his employees through executing these updates.

Scoring question: Is the team’s work standardized?

3. How much training will the manager need to provide to their direct reports?

Employees may complete similar tasks every day but still require oversight. Why? Because they need to develop a high level of expertise, which can take several years of training. An ideal manager for these team members is one who regularly offers guidance and skill development.

Take a graphic designer. While they come into a role with the necessary skills, they may require a long onboarding process (and further skill development) to create assets that meet brand standards. Knowing the level of ongoing training ahead of time will help People teams determine which managers need narrow spans of control so they can provide more support.

Likewise, a manager who oversees positions that require minimal training can handle a wide span of control. If it doesn’t take long to get employees up to speed, managers can spread their time over many team members.

Scoring question: How much training will the manager need to provide to their direct reports?

4. Do you provide technology to help guide management tasks?

Technology may not always increase leaders’ capacity to manage more people, but it sure as heck makes managing a remote workforce easier, which can help determine your span of control. And with 92% of people working or expecting to work in a remote or hybrid environment, companies need to plan how to better support and manage their people.

One way to do so is by being intentional about your HR tech stack . When managers are equipped with the right technology, they can lead more efficiently, effectively, and transparently.

By supporting management tasks, technology increases leaders’ capacity, allowing them to widen their span of control without compromising on the amount of guidance they give each employee. While there are a lot of platforms to choose from, consider the following areas of technology to decide if your managers can take on more direct reports.

• Communication Technology: Video conferencing and instant messaging tools help managers stay connected with their employees, even when they’re working remotely.
• Project Management Technology: Interactive project management boards with various collaborators help managers organize and track the progress of employees’ work.
• Performance Management Technology: People operations platforms with performance management functionality help standardize practices and showcase people data. With it, managers can provide feedback to direct reports, collaborate on goals, and track their progress. Performance management solutions can also guide 1:1s with direct reports and document regular check-ins.
• Org Chart Software: Dynamic org charts allow managers to visualize their teams and necessary information such as employee profiles, “manage me” guides, and position and compensation history.

But be forewarned – there’s such a thing as having too many technology tools. There’s actually a tipping point where more technology means more systems to navigate and data to bring together. You want technology to help your managers, not hinder their time management and decision-making.

To combat this, look for an all-in-one people data solution – like a modern people operations platform – that integrates with your HR tech stack . This way, managers will spend less time navigating computer tabs and more time supporting their people and diving into up-to-date information.

Scoring question: Do you provide technology to help guide management tasks?

Note: You’ll also want to ensure the technology counted above shouldn’t overlap (for example, multiple systems that house people data won’t help expand your managers’ span of control, but a platform for people data and project management platform will).

Scoring For Your Ideal Span of Control

Tally up the scores from each question above to determine which span of control range is best for the team you’re structuring.

The Right Span of Control Benefits All

It doesn’t matter whether your company has ten or 1,000 people. Companies of all sizes can benefit from rethinking the ideal span of control for each managerial role—especially in stages of intense growth or restructuring.

Use our ranges as a starting point for setting a manager’s span of control. Once you settle on a number— considering the factors mentioned above — check in with your managers regularly and adjust accordingly. It’s important to keep teams small enough so that they’re manageable for leaders but large enough to give employees some autonomy over their work. With this intentional approach to team structuring, your company will have a solid foundation for scaling.

If and when your company is ready to grow, you need to do so with intentionality. So whether you’re adjusting your manager’s span of control or building your internal processes, you need a solid plan in place to succeed. Read our Startup’s Guide to Intentional Growth to learn how.

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Span of control - 5 things every leader should know.

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Ask 5 people for their opinions on optimizing “span of control” and you’ll likely receive 5 different opinions. These well meaning opinions will often cite a few different rules of thumb on size and composition, and will undoubtedly refer you to someone’s version of best practices . Here’s the problem – they’ll all lead you astray.

What Should Be Obvious To All  - But Isn’t

Nothing is more important for a leader to understand than knowing how to move the needle across the entire enterprise (strategically, culturally, organizationally, and operationally). Where many leaders become disoriented is by confusing platform with people, and position with responsibility. Here’s the thing – it’s not about the platform, it’s about the people. Without the people there is no platform, and ultimately nothing to lead. It’s not about you (the leader), but what you can create and influence through those you lead.

It doesn’t matter whether it’s the CEO, or a leader several levels down, knowing how to create the right team dynamics is paramount in determining success or failure. Want to know if a leader will be successful? Just look at the talent they attract, and the team they build - look at how they value and treat people. Any leader’s ability (or lack thereof) to effectively attract, deploy and retain talent will tell you everything you need to know about said leader.  I have little patience for leaders who complain about talent. Leaders deserve the talent they attract and the teams they build.

Span of Control – Defined and Redefined

The commonly accepted definition of span of control is as follows: “the number of subordinates directly reporting to a leader/manager.” For what it’s worth, I really dislike the term and find it to be outdated at best, and destructive at worst. I prefer the more inclusive term constituency management. I want leaders to think span of influence and awareness, to shift thinking from rigid structures to loose collaborative networks, and to think open source not proprietary.

The goal is not to see how far you can stretch - this shouldn't be a contest of he/she with the most direct reports wins. The days of corporate power plays and land grabs to gain control don't serve anyone well. Smart leaders use elasticity in the most fluid and flexible fashion to extend their engagement, increase their knowledge, and to create scale for those they lead. Smart leaders strive to achieve the proper levels of influence and awareness by increasing the right activities in order to attain the right outputs – this happens better through collaboration than by control. Great leaders don’t control people they align them around a vision, and they inspire people by setting them free to achieve great outcomes.

A Slippery Slope

Far too many executives fall into the trap of filling their plate with overly aggressive commitments to direct reports while not planning for the other inevitabilities of the job. By leaving little or no room for white space, much less other constituencies like customers, board members, capital markets, public policy, vendors, media, etc., inevitable conflicts and chaos occur.  Again, I prefer to think of direct reports as just one subset of constituency management.

Operating within the narrow confines of traditional definition does nothing more than narrow leadership effectiveness. The myopia of viewing the world through the traditional lens of span of control not only affords leaders little room to maneuver, but it always has them out of balance and playing catch-up.

Following a 5 things every leader should work into the design of their constituency management plan:

• Context Every leader is different, and as a result, has different needs with regard to numbers, skills, cultural dynamics, etc. If you don’t have the skills to lead or manage a broad span, yet attempt to do so, it will be your undoing. If your focus is too narrow, you’ll find yourself with blind spots and operational gaps. The average number of direct reports for Fortune 500 CEOs is 7.44, but some CEOs have more than 20, while others have less than 5. It’s not the number that’s important, but whether you’re getting what you need out of whatever number you have. Additionally, how a leader structures their span sends a very strong message (internally and externally) as to who and what they value, along with their capabilities, interests, and passions. Make sure you’re sending the correct message.
• Understanding : Don’t focus on the team you inherit, focus on the team you need - if they happen to be one and the same consider yourself lucky. Are you looking for doers, thinkers, or teachers? Do you want to build a team of tactical geniuses, or brilliant strategists, or sage mentors? Compromise has its place, but not where matters of talent are concerned. When it comes to team construct, never settle for less than what you need.  You will be held accountable for your decisions in this regard – choose wisely.
• The Missing Link : The most commonly overlooked aspect of team dynamics is for leaders to understand learning and development are best when they occur bi-directionally. Smart leaders seek to be challenged and to encourage diversity of thought and dissenting opinion. One of the primary drivers of composition should be to find a group of talented individuals who will challenge you, stretch you, and develop you. Part of getting the job done is ensuring a certainty of execution, while always taking your leadership ability to new heights. Remember - leaders who don't develop themselves professionally will be replaced by those who do.
• Time Is Your Most Valuable Commodity : Time; it’s the only thing we all have in common, yet it’s how we choose to spend it that defines and differentiates us as individuals. Time can either be your best friend or your worst nightmare. Time doesn’t slow, nor can it be accelerated or recovered. You can waste time or invest time, but the best leaders scale time. Good constituency management allows you to scale time by creating time leverage across the enterprise and throughout a leaders entire sphere of influence. I often hear people espouse the axiom “don’t work hard, work smart.” I have a bit of a different take on the subject  - I encourage people to work very hard at working intelligently. Remember, time is a finite commodity, and once a moment in time has passed it is gone forever.
• Trust Is Your Most Valuable Asset : A leadership team built on anything other than a foundation of trust is destined to fail. Leaders who choose to operate without trust do so at great risk. Know this - leaders not accountable to their people will eventually be held accountable by their people. One of a leader’s most important functions is to create an environment where trust and loyalty are the rule and not the exception. When it comes to trust and loyalty, the simple rule is you will not freely receive what you will not freely give. Here’s a question every leader must answer: If you don’t trust a member of your team, should they really be on your team?

There is a reason we can’t point to more “it” companies. There’s a reason we can find more examples of failed teams than great teams. Fact: it takes rigor, discipline, skill, and an unyielding focus on quality to create the right team. Team building is not a check the box exercise and leaders who treat it as such will reap what they have sowed. Thoughts?

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What Is The Span of Control? Span of Control In A Nutshell

Span of control is a human resource management term referring to the number of subordinates a supervisor is responsible for managing. Span of control refers to the number of subordinates under the direct control of a manager or leader. For example, a manager responsible for seven subordinates has a span of control of seven. Usually the span of control can go from narrow (more hierarchical) and wide (flatter organization).

Table of Contents

Understanding the span of control

Span of control can be used to measure the efficiency of an organization provided it is considered in the context of organizational structure .

Typically, span of control is either narrow or wide, with each having its strengths and weaknesses.

Narrow span

Narrow span is associated with a  hierarchical organizational structure  with many reporting levels.

Management spends more time supervising subordinates and there are more opportunities for  growth  and development.

However, a narrow span tends to be more expensive as it necessitates the recruitment of comparatively more management staff.

The supervisory nature of hierarchical organizations can also lead to micromanagement and less subordinate empowerment if it is misused. 

Other characteristics of a narrow span of control include:

• Closer supervision – with fewer subordinates under one manager, the latter can provide more frequent and detailed supervision. This reduces employee autonomy but increases the scope for feedback, mentoring, and clarity around tasks and roles.
• Communication – communication channels are typically shorter and more direct with a narrow span of control as there are less management levels. This can lead to more effective communication and faster dissemination of information.
• Limited delegation – with a smaller number of subordinates able to share the workload, managers may find themselves more involved in day-to-day operations compared to a company with a wider span of control.

A wide span is associated with a flat organizational structure with fewer reporting levels.

Management exists to answer questions, solve problems, and encourage employee empowerment through increased responsibility and decision-making power.

Despite the benefits of a wide span, the structure can result in managers becoming overwhelmed by subordinates requiring high levels of direction, support, and supervision.

Conversely, some subordinates who prefer to receive direct instruction may experience decreased morale and job satisfaction.

Other characteristics of a wide span of control:

• Increased accountability – under a wide span of control and with less detailed supervision, managers may be required to depend on performance metrics and other objective measures to assess employee performance. For some employee personality types, this will increase accountability and performance.
• Enhanced decision-making – decentralized decision-making means decisions are made closer to the frontline by employees with direct knowledge of the situation. This environment encourages quick and efficient decisions and problem-solving. 
• Leadership skills – managers who possess wide spans of control need to be effective leaders. They must be able to direct where practicable but also have the trust to delegate more of the work to subordinates.

A hybrid span combines wide and narrow depending on the functions associated with a project; this gets closer to a matrix organizational structure .

What is the optimal span of control?

The optimal span of control will of course vary from one organization to the next. Management expert George P. Hattrup suggested four to five reporting levels were sufficient for all but the largest organizations.

In terms of span of control, experts suggest around 15 to 20 subordinates per manager is ideal for most modern companies. 

Businesses that want a more nuanced approach to determining their span of control should consider the following points:

More relaxed and inclusive company cultures tend to favor flatter organizational structures, while more rigid and autocratic cultures tend to favor hierarchies.

Businesses need to consider their current or desired culture when determining a suitable span of control.

Task complexity

Routine, low complexity jobs require less supervision than more complex jobs that are loosely defined and require frequent expert input.

As a result, a narrow span with a higher proportion of managers is more conducive to complex task completion.

Management competence

More experienced managers have a wider span of control than less experienced managers, particularly if supervising menial, low complexity tasks.

Here, it is also useful to consider how qualified the manager is to perform technical, non-managerial aspects of their position.

Employee competence

By the same token, more experienced employees require a wider span of control with less training, direction, and delegation.

Employees with less experience will require a higher proportion of management staff.

Communication 

Effective communication channels such as email, instant messaging, video conferencing, and project management tools can streamline communication between managers and their subordinates. This enables leaders to oversee numerous employees which results in a wider span of control.

Technology also enables more up-to-date information exchange, providing managers with access to real-time data about the progress of work, performance metrics, and other relevant metrics.

Based on this information, management is able to make informed decisions and provide timely feedback to a broader cohort of subordinates.

Technology also empowers employees to perform certain tasks and access information independently without supervision from managers. This can free up managers’ time and allow them to oversee more subordinates. 

For example, self-service portals for HR, IT, and other administrative functions enable employees to access information and complete tasks without direct intervention from their superiors.

Technology has also proven useful in the pandemic-induced shift toward remote work and virtual teams. However, some counter that the availability of zero-cost capital since 2020 and the resultant hiring spree in some companies has increased the average manager’s span of control to unmanageable levels.

Geographical dispersion

If subordinates are spread widely over various geographical locations, it may require more effort and time for a manager to oversee and coordinate their work. This limits the number of subordinates a superior can reasonably manage and results in a narrower span of control.

Drawbacks of Span of Control

Management overload:.

• Wide Span of Control: In cases where a manager has a wide span of control, they may become overloaded with supervisory responsibilities, leading to reduced effectiveness in management and oversight.
• Risk of Under-Supervision: Too broad a span can lead to inadequate supervision and support for subordinates, potentially resulting in decreased performance and morale.

Communication Challenges:

• Information Overload: Managers with a large number of direct reports might face challenges in maintaining clear and effective communication with all team members.
• Potential for Miscommunication: Increased layers of communication in a wider span can lead to misunderstandings or dilution of messages.

Impact on Decision Making:

• Delayed Decision-Making: A wide span of control can slow down decision-making processes, as managers may need more time to consult with a larger number of subordinates.
• Reduced Responsiveness: In dynamic environments, a broad span can hinder a manager’s ability to respond swiftly to changes or issues.

Employee Development Issues:

• Limited Individual Attention: Employees may receive less individual attention and support from their managers, which can impact their professional development and job satisfaction.
• Impersonal Work Environment: A very wide span of control can contribute to an impersonal work environment, weakening team cohesion and engagement.

When to Use Wide vs. Narrow Span of Control

Wide span of control:.

• Suitable for Highly Skilled or Autonomous Workers: Where employees are experienced, skilled, and capable of working independently.
• Effective in Stable Environments: Where the business environment is stable and tasks are routine or standardized.
• Cost-Efficiency Considerations: In situations where reducing management layers can lead to cost savings.

Narrow Span of Control:

• Complex, Specialized, or New Tasks: Where tasks are complex, require specialized skills, or are new to the team members.
• High-Interaction Environments: In roles that require extensive manager-employee interaction, such as coaching, mentoring, or frequent feedback.
• Rapidly Changing Industries: Where agility and quick decision-making are crucial, and closer supervision is necessary.

How to Optimize Span of Control

Assessing and adjusting:.

• Evaluate Task Complexity and Team Capability: Regularly assess the complexity of tasks and the capabilities of team members to determine the optimal span of control.
• Adjust According to Managerial Capacity: Consider the individual capabilities and styles of managers when determining their span of control.

Implementation Strategies:

• Support for Managers: Provide adequate support and resources for managers overseeing a wide span of control, such as administrative assistance or management training.
• Leverage Technology: Utilize technology for efficient communication and management processes to handle larger teams effectively.

Best Practices:

• Regular Feedback Mechanisms: Implement regular feedback mechanisms to ensure that employees feel heard and supported.
• Balanced Approach: Find a balance between too wide and too narrow spans of control to optimize effectiveness and efficiency.

What to Expect from Adjusting Span of Control

Organizational impact:.

• Effect on Managerial Efficiency: Adjusting the span of control can significantly impact managerial efficiency and effectiveness.
• Influence on Organizational Structure: Changes in the span of control can lead to shifts in organizational structure , affecting hierarchy and reporting relationships.

Potential Benefits and Challenges:

• Enhanced Flexibility or Cost Savings: A wider span might lead to cost savings and increased flexibility.
• Risk of Employee Disengagement: If not managed well, changes in span of control can lead to employee disengagement or decreased morale.

The span of control is a critical aspect of organizational design and management effectiveness. Balancing it requires careful consideration of various factors, including the nature of work, the skills of the workforce, the management style, and the organizational culture.

Span of control examples in business

Tim Cook took over from Steve Jobs as Apple CEO in 2011, and since that time, the number of staff who report directly to him has increased by a factor of about two.

In 2015, The State Journal Register reported that Cook had 17 direct reports – up from 9 when he succeeded Jobs. 

While Apple neither confirmed nor denied the number, one could surmise from bios on the company’s executive profile page that the information was accurate.

In any case, there was much discussion about whether this extremely wide span of control was wise or even realistic.

In a 2-hour meeting with 17 people, for example, it was surmised that Cook could only speak with each individual directly for around seven minutes.

Executive director at the MIT Leadership Center Hal Gregersen noted that this would make it difficult for Cook to properly develop his team and understand their strengths and weaknesses.

In 2019, the number of direct reports had increased to 19 , with Cook adding new layers of management to the company structure.

Under the CEO, executives oversee services, chips, software, AI, finance, and marketing , to name a few. This also includes Cook’s executive assistant. 

The wide span of control at Apple can at least be partly explained by Cook’s leadership style.

Unlike Jobs, Cook is a consensus builder who enjoys close collaboration with his senior staff and does not involve himself in product decisions. 

Nevertheless, Cook has a span of control that is more akin to a manager in a call center where the work is extremely standardized and automated.

Fast-food chain KFC has a much narrow span of control with six levels of management in its organizational structure arranged as follows:

• Management board (including CEO Sabir Sami, who himself reports to the CEO of parent company Yum! Brands).
• General Manager.
• Assistant General Manager.
• Unit (Branch) Manager, Assistant Unit Manager, and Shift Manager.
• Team members, and
• Workers. 

At the board level, Sami is supported by seven additional executives who manage the company’s operations around the world.

These include a President, COO, and five staff in the areas of marketing , legal, digital transformation, development, and people (culture).

At lower management levels, KFC’s narrow span of control is influenced by the nature of its industry. Managers oversee cooks and cashiers in every restaurant to ensure that customers are satisfied and hygiene standards are maintained. 

Like competitor McDonald’s, the narrow span of control enables KFC store management to ensure employees follow SOPs and deliver a consistent product across the company’s thousands of outlets.

While store employees are responsible for a diverse range of customer and food-related tasks, most KFC restaurants are staffed with around 5 to 10 frontline personnel who report directly to the shift or store manager.

Within stores, there may also be junior managers.

Key takeaways

• The span of control is a human resource management term referring to the number of subordinates a supervisor is responsible for managing. 
• The span of control may be categorized in one of two ways. Wide span of control is associated with a flat organizational structure with fewer reporting levels and higher subordinate autonomy. Conversely, narrow span of control is associated with a hierarchical organizational structure with more reporting levels and decreased subordinate autonomy.
• The span of control will vary from one company to the next, but there are some important points every organization should consider before choosing an approach. These include company culture, management competence, employee competence, and task complexity.

Key Highlights

• Definition and Explanation: Span of Control is a concept in human resource management that refers to the number of subordinates or employees that a supervisor or manager is responsible for overseeing and managing.
• Measurement and Interpretation: It’s measured by the number of direct reports a manager has. For instance, if a manager is responsible for seven subordinates, their span of control is seven. The concept is crucial in understanding organizational structure and managerial effectiveness.
• Narrow Span: Associated with a hierarchical organizational structure with many reporting levels. Involves closer supervision, more growth opportunities, but can be expensive and lead to micromanagement.
• Wide Span: Connected to a flat organizational structure with fewer reporting levels. Focuses on empowering employees, effective communication, and quicker decision-making. However, it can lead to overwhelmed managers and reduced subordinate morale.
• Culture: Relaxed and inclusive cultures favor flatter structures, while rigid ones lean towards hierarchies.
• Task Complexity: Complex tasks may require narrower spans to provide sufficient supervision and guidance.
• Management and Employee Competence: Experienced managers and employees may handle wider spans due to their knowledge and skills.
• Communication: Effective communication tools and technology can support wider spans of control.
• Technology: Automation and technology can enable wider spans by empowering employees and streamlining tasks.
• Geographical Dispersion: Wider geographical spread may require narrower spans to manage coordination.
• Optimal Span of Control: Varies between organizations, but generally, experts suggest around 15 to 20 subordinates per manager is ideal for most modern companies. Factors like culture, task complexity, management and employee competence, communication, technology, and geographical dispersion play a role in determining the optimal span.
• Apple: Tim Cook’s CEO span of control increased significantly after he took over from Steve Jobs. While a wider span can facilitate communication and collaboration, it can also challenge team development and understanding of individual strengths.
• KFC: Fast-food chain KFC has a narrow span with distinct levels of management due to the nature of its industry, ensuring consistent product delivery and adherence to standards.
• Span of Control is the number of subordinates a manager oversees.
• It can be narrow or wide, each having its own characteristics and implications.
• The optimal span depends on factors like culture, task complexity, competence, communication, technology, and dispersion.
• Real-world examples like Apple and KFC showcase the application and impact of different spans of control in business .

What is span of control and its types?

The span of control refers to the number of subordinates a supervisor is responsible for managing and the dynamics emerging from it. There are two main types of the span of control: narrow (associated with a hierarchical organizational structure ) and broad (associated with a flat organizational structure ). A third type is a hybrid approach between wide and narrow, closer to a matrix organizational structure determined according to functions.

Why is span of control important?

Understanding the dynamics behind the span of control is critical to assess whether an organization is well run. Indeed, when a span of control gets too narrow, the organization might be in a micromanaging mode, where managers are not enabling enough decision-making for their teams. In the opposite scenario, of a wide span, an organization is flatter. This works exceptionally well for smaller organizations and startups that, given the smaller scale, can and must move much quicker.

What is span of control with example?

In the case of a company like Airbnb , you have a flat organizational structure with product teams organized around critical products. In an organization like Apple today, at its scale, it works more as a hierarchical organization, with some product-based grouping between some key divisions.

Types of Organizational Structures

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Tipping Point Leadership

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Span of Control

Related Terms: Delegation ; Manager Recruitment ; Organizational Structure

The concept of "span of control," also known as management ratio, refers to the number of subordinates controlled directly by a superior. It is a particularly important concept for small business owners to understand because small businesses often get into trouble when the founder ends up with too wide a span of control. Span of control is a topic taught in management schools and widely employed in large organizations like the military, government agencies, and educational institutions. "Yet few entrepreneurs know the term or are willing to admit any limit to the number of people they directly oversee," explained Mark Hendricks in an article for Entrepreneur magazine. When a small business owner's span of control becomes too large, it can limit the growth of his or her company. Even the best managers tend to lose their effectiveness when they spend all their time managing people and their issues and are unable to focus on long-term plans and competitive positioning for the business as a whole.

The concept of span of control was developed in the United Kingdom in 1922 by Sir Ian Hamilton. It arose from the assumption that managers have finite amounts of time, energy, and attention to devote to their jobs. In studies of British military leaders, Hamilton found that they could not effectively control more than three to six people directly. These figures have been generally accepted as the "rule of thumb" for span of control ever since. More than a decade later, A.V. Graicumas illustrated the concept of span of control mathematically. His research showed that the number of interactions between managers and their subordinates—and thus the amount of time managers spent on supervision—increased geometrically as the managers' span of control became larger.

It is important to note that all managers experience a decrease in effectiveness as their span of control exceeds the optimal level. In other words, the limitations implied by span of control are not shortcomings of certain individual managers but rather of managers in general. In addition, it is important to understand that span of control refers only to direct reports, rather than to an entire corporate hierarchy. Even though a CEO may technically control hundreds of employees, his or her span of control would only include the department heads or functional managers who reported to the CEO directly. "When given enough levels of hierarchy, any manager can control any number of people—albeit indirectly," Hendricks noted. "But when it comes to direct reports, the theory [of span of control] suggests entrepreneurs must respect managers' inborn limits."

Entrepreneurs and small business owners are particularly susceptible to overextending their span of control. After all, many of these people have started a business from the ground up and are wary of losing control over its operations. They thus choose to manage lots of people directly, rather than delegating tasks to middle managers, in an effort to continue being involved in key decisions as the business grows. But this strategy can backfire, as Hendricks explained: "Extending span of control beyond the recommended limits engenders poor morale, hinders effective decision making, and may cause loss of the agility and flexibility that give many entrepreneurial firms their edge."

ORGANIZING TO OPTIMIZE MANAGERS' SPAN OF CONTROL

Establishing the optimal span of control for managers is one of the most important tasks in structuring organizations. Finding the optimal span involves balancing the relative advantages and disadvantages of retaining responsibility for decisions and delegating those decisions. In general, studies have shown that the larger the organization, the fewer people should report to the top person. Managers should also have fewer direct reports if those subordinates interact with each other frequently. In this situation, the supervisor ends up managing both his or her relationship with the subordinates and the subordinates' relationships with one another.

Some other factors affecting the optimal span of control include whether workers perform tasks of a routine nature (which might permit a broader span of control) or of great variety and complexity (which might require a narrower span of control), and whether the overall business situation is stable (which would indicate a broader span) or dynamic (which would require a narrower span). Other situations in which a broader span of control might be possible include when the manager delegates effectively; when there are staff assistants to screen interactions between the manager and subordinates; when subordinates are competent, well-trained, and able to work independently; and when subordinates' goals are well-aligned with those of other workers and the organization.

There are advantages and disadvantages to different spans of control. A narrow span of control tends to give managers close control over operations and to facilitate fast communication between managers and employees. On the other hand, a narrow span of control can also create a situation where managers are too involved in their subordinates' work, which can reduce innovation and morale among employees. A wide span of control forces managers to develop clear goals and policies, delegate tasks effectively, and select and train employees carefully. Since employees get less supervision, they tend to take on more responsibility and have higher morale with a wide span of control. On the other hand, managers with a wide span of control might become overloaded with work, have trouble making decisions, and lose control over their subordinates.

With all of these factors to consider, small business owners might become overwhelmed with the task of finding the optimal span of control. But Hendricks claimed that evaluating the situation and making a decision should not be too difficult. "The rule of thumb that an executive should supervise three to six people directly held up fairly well against challenges from efficiency experts, team-building zealots, technology buffs, empowerment boosters, megalomaniacs, and others determined to increase the accepted span of control," Hendricks wrote. "If the calculations are too much for you, just take a look at the amount of hours you're working. When workdays for the people at the top are twice what they are for others, span of control is out of whack."

For small business owners who feel that they have too many direct reports and need to reduce their span of control, the solution may involve either hiring middle managers to take on a portion of the owner's responsibilities, or reorganizing the reporting structure of the company. In either case, small business owners must balance their own capabilities and workload against the need to control costs. After all, reducing the entrepreneur's span of control may involve the costs of paying additional salaries for new hires or training existing employees to take on supervisory responsibilities. Despite the potential costs involved, Hendricks argued that adjusting span of control toward the optimal level can lead to vast improvements for small businesses. "There's the real possibility that paying attention to span of control could usher your business into a new era of rapid, sustained, profitable growth," he told entrepreneurs. "You could even find running your business easier and more fun."

BIBLIOGRAPHY

Harrison, Simon. "Is There a Right Span of Control?" Business Review . February 2004.

Hendricks, Mark. "Span Control." Entrepreneur . January 2001.

Visser, Bauke. "Organizational Communication Structure and Performance." Journal of Economic Behavior and Organization . June 2000.

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What is Span of Control? Definition, Features, Types, Factors, and Importance

Table of Contents

What is Span of Control?

The span of control refers to the number of employees a supervisor manages. It’s like a manager’s team size. The span of control is also called the span of management , span of supervision, or span of authority.

In the past, managers had fewer subordinates, but with technology, they can handle more. Hierarchical organizations had small spans, but flatter structures increased the span. Nowadays, non-hierarchical setups are emerging, affecting the concept’s importance.

The ideal span varies, based on factors like the organization’s structure, technology, and managerial abilities. No perfect theory exists due to these complexities. Elliott Jaques suggests managers handle as many direct reports as they can know personally.

In short, a span of control helps managers understand their team size and impacts delegation and changes in organizational structures.

Characteristics of Span of Control

Let’s look at some characteristics/features of the span of control.

Quantity of Subordinates

The span of control means the number of employees a manager or supervisor is responsible for overseeing. Imagine it as the size of a manager’s team, indicating how many people are directly reporting to them.

Organizational Structure

The span of control is influenced by the company’s structure. In hierarchical setups, managers typically have fewer subordinates, while flatter organizations allow for wider spans, enabling managers to handle more employees.

Technology Impact

Advances in technology have expanded the span of control. With efficient tools and communication platforms, managers can effectively supervise more subordinates, streamlining their tasks.

Decision-making Speed

A wider span of control can speed up decision-making . As communication is direct and streamlined, important information reaches decision-makers faster, allowing for quicker responses to challenges and opportunities.

Optimal Range

Determining the ideal span of control is complex and varies for each organization. It depends on factors like the manager’s abilities, the nature of work, and employee competencies. There is no one-size-fits-all approach, and it requires careful evaluation to find the right balance between effective supervision and delegation.

Also Read: What is Top-Level of Management?

Types of Span of Control

Usually, the span of control types includes two – a wide and narrow span of control.

Wide Span of Control

A wide span of control means a manager oversees a larger number of subordinates. In simpler terms, they have a big team to manage. It’s common in flatter organizations with fewer management layers.

With efficient technology and capable managers, a wide span is manageable, promoting faster communication and decision-making. However, it requires effective delegation and may not suit every situation, as some employees might need more personalized supervision.

Narrow Span of Control

A narrow span of control means a manager supervises only a few subordinates, leading a smaller team. It’s typical in hierarchical organizations with multiple management layers. With fewer direct reports, managers can provide more personalized attention and guidance.

However, communication may take longer, and decision-making could be slower. It suits complex tasks or less experienced employees who need closer supervision. Overall, a narrow span allows for greater control but may require more managerial resources.

Related : What is Middle-Level Management?

Factors Affecting Span of Control

The span of control in organizations is affected by many factors. Some of them include the following:

Nature of Work

The complexity and type of work influence the span of control. If tasks are repetitive and straightforward, a wider span may be possible. However, complex work that requires closer supervision may lead to a narrower span.

Manager’s Capability

A manager’s skills and experience affect their ability to handle a larger team. Capable managers with strong leadership skills can manage more subordinates effectively, while inexperienced managers may need a smaller span.

Employee Skills

The competencies of employees play a role in determining the span. Well-trained and independent employees can be managed in larger groups, while less experienced ones may require more guidance in smaller teams.

The hierarchical setup impacts the span. Tall structures with multiple management levels often have narrower spans, whereas flatter structures allow for wider spans.

Advanced tools and communication platforms enable the efficient management of larger teams. With the right technology, managers can handle more subordinates without compromising effectiveness.

Manager’s Other Responsibilities

If a manager has additional administrative tasks or responsibilities outside their team, it may limit the span of control. Divided attention could impact effective supervision.

Also Read: What is Lower-Level Management?

Geographical Dispersion

If employees are spread across various locations, it may influence the span. Managers overseeing distant teams may need a narrower span to ensure proper communication and coordination.

Which Span of Control (Narrow or Wide) is Best?

The best span of control depends on various factors. For simpler tasks and well-trained employees, a wider span might work, allowing efficient communication and faster decision-making.

On the other hand, for complex work or less experienced employees, a narrower span could be beneficial, providing personalized attention and guidance. It’s a delicate balance between effective management and delegation.

Organizations with flatter structures may lean towards a wider span, while hierarchical setups might favor a narrower span. Ultimately, it’s essential to consider the nature of work, employee capabilities, and managerial expertise to determine the most suitable span for optimal performance.

Also Read: What is Scalar Chain?

Importance of Span of Control

An effective span of control provides various benefits to organizations. The following are its some importance.

Efficient Communication

An effective span of control ensures smooth communication flow within the organization. With the right number of subordinates, managers can relay information promptly, leading to quicker decision-making and response to challenges.

Optimal Resource Allocation

A well-balanced span of control allows for efficient resource allocation. Managers can effectively delegate tasks to their team members, maximizing their skills and expertise while avoiding unnecessary workload jams.

Enhanced Employee Engagement

A suitable span of control fosters better manager-subordinate relationships. With manageable team sizes, managers can provide personalized attention, fostering employee satisfaction, motivation, and engagement.

Improved Decision-Making

An appropriate span of control promotes faster decision-making. Managers can gather input from their team members and use it to make informed choices, leading to better outcomes and adaptability in dynamic environments.

Streamlined Supervision

With the right span, managers can strike a balance between control and autonomy . They can oversee their subordinates effectively, ensuring tasks are performed to standard, while also empowering employees to take ownership of their responsibilities.

How To Choose the Right Span of Control?

The right span of control ensures efficient management and smooth performance in the organization. Here are the 5 strategies on how to choose the appropriate span for your organization.

Assess the Nature of the Work

Understand the complexity and diversity of tasks within your organization. If the work is routine and repetitive, a wider span may be suitable. For complex and specialized tasks, a narrower span ensures better supervision.

Also Read: What are the Styles of Management?

Evaluate Employee Skills

Consider the skills and experience of your employees. Highly competent and self-sufficient team members can handle larger groups, while less experienced ones may require closer guidance in smaller teams.

Analyze Managerial Abilities

Assess the capabilities of your managers. Experienced and efficient leaders can handle more subordinates effectively, but less experienced managers may need a smaller span to ensure proper management.

Review Communication Technology

Modern communication tools impact the span of control. With efficient technology, managers can oversee larger teams with streamlined communication. Ensure your organization has the right tools to support a wider span if needed.

Align with Organizational Structure

Your organization’s structure plays a crucial role. Flatter structures encourage wider spans, while hierarchical setups favor narrower spans. Ensure your chosen span aligns with your organization’s design.

Span of Control Vs. Chain of Command

The span of control refers to the number of subordinates a manager supervises, while a chain of command is the hierarchy of authority and reporting relationships in an organization. A span of control focuses on the manager’s reach over employees, while a chain of command defines the formal channels for decision-making and communication within the organization.

Read Next: What are the 5 Functions of Management?

The Span of Control: FAQs

The span of control means how many subordinates, team members, or employees a manager or supervisor oversees.

What are the Types of Span of Control?

Types of span of control include two – wide span of control and narrow span of control.

What are the 5 Factors Affecting the Span of Control?

The five main factors include – Nature of Work, Manager’s Capability, Employee Skills, Organizational Structure, and Technology.

What is a Wide Span of Control?

A wide span of control refers to a manager overseeing a larger number of employees.

What is a Narrow Span of Control?

A narrow span of control refers to a manager overseeing a few number of employees.

Sujan Chaudhary is a BBA  graduate. He loves to share his business knowledge with the rest of the world. While not writing, he will be found reading and exploring the world.

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Span of Control in Management: A Comprehensive Guide

• What is the span of control in management?

The span of control in management refers to the number of people one man can supervise. This affects the effectiveness of directions given and work done by each member within an organisation. In addition, a narrow span ensures fewer people answer directly to the manager, and responses are quicker, but decisions take longer. On the other hand, a broader range means that more people are under one manager’s authority. Broader is better for efficiency; perhaps less close supervision? Like the circus act, if there are too few people around, they will be micromanaged, yet things may get out of hand with too many. Other factors, such as the nature of the work itself and organisational structure, plus managerial ability determine the ideal span. It boils down to supervising a workable number of people without feeling overstressed.

• What are the two types of span of control in management?

In spans of control in management, there are primarily two types: narrow spans and wide spans.

The narrow span of control in management means that fewer people are directly under one’s authority. In this arrangement, individual attention and close monitoring are of course, more accessible. The manager has proportionally fewer people under his supervision, so he can more closely guide and monitor their performance, getting to know each individual better. Communication is often more direct and in a relatively small space, heightening awareness of tasks or objectives.

On the contrary, a broad range of control means fewer managers or supervisors per subordinate. Under this system, each manager manages a more significant number of people. This may sound impersonal, but a broad range can speed up operations by smoothing lines of communication and decision-making. On the other hand, wide-span managers are often more used to entrusting subordinates with authority and encouraging them to take initiative. On the other hand, it may be harder for managers to personally pay attention and closely supervise each team member because they have so many people under them.

Narrow and wide spans of control each have good and bad points. Which of them is chosen depends on the type of task, managerial capabilities, organisational structure and company goals. The latter requires centralised decision-making; some need a human touch and oversight of minor details. Balancing these two types is crucial for management and organisational effectiveness.

Table of Contents

• Why is the span of control important in management?
• How do you calculate the span of control in management?
• Frequently Asked Questions

Why is the span of control important in management? 

Impact planning The span of control is very important in management, as it directly affects organisational efficiency and communication.

It affects organisational structure and workflow. The span of control refers to a manager’s number of subordinates or employees. While a narrow span enables intensive supervision and individual attention, it is sometimes detrimental when oversight of work is difficult or when people need substantial direction. On the other hand, a broad range allows for easy communication and quicker decision-making. Larger groups or organisations tend to be even more efficient. The secret to striking the right balance is preventing tasks from overloading and causing decision-making bottlenecks.

It has an impact on internal channels of communication within the organisation. Communication here is rather detailed and frank, allowing individual players and coaches to understand each other better. The communication can sometimes be more broad and diffuse, which could hasten information exchange but is not as substantive in interaction. Thus, effective communication ensures everyone has similar expectations for the assigned tasks and objectives.

What’s more, the span of control affects managerial efficiency. Narrower spanners enable managers to devote their energies to fewer underlings, offering each one personal assistance and guidance, which promotes staff development. On the other hand, managers whose span of control is larger must give subordinates greater authority to take action on their initiative and develop autonomy this way.

In general, a span of control in management is an essential factor affecting the proportion between supervision and autonomy, communication efficiency, and managerial effectiveness. Getting a grip on the range of control is vital to organisational performance, happiness in employment and the successful implementation of strategic planning.

How do we calculate the span of control in management?

The span of control in management calculation This is a very simple one. The ratio is calculated by taking the number of employees and dividing it by the number overseeing them, i.e., managers or subordinates supervised by others.

For example, suppose a company has 100 employees and five direct managers. The calculation would be:

Total employees divided by number of managers = span of control.

The idea of the span of control is 100 employees for each manager.

Span of Control = 20

Thus, in this case, the span of control is 20, meaning that each manager has authority over 20 people on average.

With this kind of calculation, you can see quantitatively how many people are controlled by each organisation’s leader. The longer this number, the broader its span of control; in other words, each manager controls a more significant number of people. On the other hand, a higher figure indicates that there is less span of control for any one supervisor.

However, it is essential to understand that the ideal size of the span of control depends on factors like work type and difficulty, management capabilities, and organisational system. Of course, there are also circumstances where greater distance is desirable regarding efficiency and communication. Others, however, may benefit from a narrower control range, allowing for greater attention to detail.

By continually reviewing and adjusting the scope of supervision, organisations can find a reasonable balance between oversight on the one hand and space to work independently on behalf of their bosses without forever saddling managers with thick bundles. The span of control can serve as a qualitative index to judge the efficiency of managers and organisational structure, thereby facilitating decision-making in its hierarchy.

To conclude, the scope of control is one end-point element in management. It influences organisational structure and managerial efficiency on several levels. What’s more, communication, efficiency and leadership all depend on subordinates or employees under the wing of  a manager. In other words,

Ultimately, the breadth of authority can be a basis for improving managerial effectiveness and organizational design while raising employee satisfaction levels. The correct span of control will not only allow managers to exercise their authority,, make communication much more effective, and strengthen the environment for strategic goals.

Frequently asked questions

What are the layers of span control in management.

Management’s span of control delineates hierarchical levels and their groupings, comprising three main tiers: The range of management extends from Top Management, which oversees the entire organisation or large departments; Middle Management, which provides an intermediary with strategy and execution responsibilities for several units; and Frontline Management directly supervises daily tasks with potentially larger teams. The individual layers have unique authority and communication roles that allow organisational performance by balancing control depth and inter-layer interactions. It is necessary to maintain this balance for efficient management and successful performance of the whole organisation.

What is span control in supply chain management?

The scope and scale of influence within a network is the span of control in supply chain management. Overseas outsourcing management involves overseeing and managing those linked stages, processes, or entities associated with product manufacturing (or service provision).

Supply chain management is a holistic discipline that brings together the entire supply chain, so what does control span mean? Supall management covers everything from suppliers and manufacturers to distributors, logistics, and stocking levels through the final interaction with the end consumer.

What is span control in library management?

In library management, the “span of control” refers to the number of libraries or staff overseen by a librarian or manager, defining their responsibilities and oversight capacity. The distance between control levels is relatively small, indicating the varying degrees of supervision a librarian may provide to their staff. A wide span of control implies tighter supervision and greater personal concern for dispersed staff across multiple libraries. Effective library administration requires a balance between broader and narrower spans of control to manage resources efficiently, recruit staff, and ensure quality service for visitors. Adapting control lines within library organisations enhances efficiency, minimises obstacles, and addresses issues promptly.

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Span of Control: How Many Employees Should Your Supervisors Manage?

December 8, 2023

How many employees do your supervisors manage? Has your organization considered the effects of what narrow or wide supervisory and managerial spans of control mean for your employees and the levels of support and empowerment they receive on the job?

Table of Contents

Defining Span of Control

Span of control refers to the number of team members that can be managed effectively and efficiently by a supervisor or manager in an organization. Typically, it is either narrow or wide resulting in a flatter or more hierarchical organizational structure. Each type has its inherent advantages and disadvantages.

Additional Resource

The Ultimate Guide to Training Your Supervisors and Managers

Learn how training your supervisors and managers will help them overcome challenges, motivate those around them, and be more effective in their roles.

Calculating Span of Control

If you’re looking to calculate the average span of control within a particular team of employees or even across an entire organization, simply add up the number of direct reports a manager or supervisor has and divide it by the total number of managers or supervisors. The image below provides some examples of how to calculate span of control:

Why is it Important to Calculate?

Have you considered how your decisions regarding the number of levels of reporting in your organization and given to your supervisors and managers influence job satisfaction, communication practices, and your overall organizational culture? The structure of your organization matters for these reasons and more.

• Efficiency and Effectiveness: Ensuring that supervisors have the right number of direct reports helps distribute workload evenly and prevents managers from being overwhelmed or underutilized. Having an ideal span means supervisors can provide the right amount of attention and support to each employee.
• Communication: Having the ideal span results in clear and consistent communication between supervisors and employees. It allows timely and constructive feedback from supervisor to employee and vice versa.
• Decision-Making: An optimal span of control will result in quicker and more informed decision-making.
• Employee Development: Supervisors with a manageable span of control can better facilitate professional development through mentoring and coaching.
• Job Satisfaction: Having sufficient structure can ensure that employees feel heard, supported, and not micromanaged or neglected. This will have a direct and positive effect on employee engagement and company culture.
• Organizational Culture: Having an effective management structure allows organizations to adapt to changes more easily and helps define the hierarchical levels of the organization.

Narrow Span

For supervisors and managers, a narrower span of control can be beneficial when the work is complex and requires close oversight and guidance to ensure quality. A narrower span of control can also be beneficial for teams that are: inexperienced, spread out geographically, or operating in an environment with frequent changes—all of these situations require more support and coordination to maintain high levels of performance.

A wider span of control can be beneficial for supervisors or managers when their team(s) perform routine, standardized, or even automated tasks that require minimal oversight. Additionally, if a team is particularly experienced or self-sufficient, less oversight is needed; and thus a wider span of control can be beneficial.

Finding the Ideal or Optimal Span of Control

Three or four levels of reporting typically are sufficient for most organizations. While four to five are generally sufficient for all organizations except the largest organizations (Hattrup, 1993). This is consistent with ERC’s survey findings as well.

The ideal in an organization, according to modern organizational experts, is approximately 15 to 20 subordinates per supervisor or manager. However, some experts with a more traditional focus believe that five to six subordinates per supervisor or manager is ideal. In general, the optimum span of control depends on various factors including:

• Organization size: The size of an organization is a great influencer. Larger organizations tend to have wider spans of control than smaller organizations.
• Nature of an organization: The culture of an organization can influence span of control. A more relaxed, flexible culture is consistent with wide, while a hierarchical culture is consistent with narrow. It is important to consider the current and desired culture of the organization when determining span of control.
• Nature of job: Routine and low-complexity jobs/tasks require less supervision than jobs that are inherently complicated, loosely defined, and require frequent decision-making. Consider wider for jobs requiring less supervision and narrower for more complex and vague jobs.
• Skills and competencies of manager: More experienced supervisors or managers can generally be wider than less experienced supervisors. It’s best to also consider to what degree supervisors and managers are responsible for technical aspects of the job (non-managerial duties).
• Employees skills and abilities: Less experienced employees require more training, direction, and delegation (closer supervision, narrow); whereas more experienced employees require less training, direction, and delegation (less supervision, wider).
• Type of interaction between supervisors and employees: More frequent interaction/supervision is characteristic of a narrower span of control. Less interaction, such as supervisors primarily just answering questions and helping solve employee problems, is characteristic of a wider. The type of interaction you want your supervisors and managers to engage in with their employees should be consistent with the control they are given.

In addition, special consideration should be given to the direct reports of executive and senior management levels. Typically, the number of direct reports for these individuals is lower than supervisors and managers as too many direct reports at these levels can complicate communication and lengthen response time for crucial decisions.

Span of Control Based on Managerial Archetypes

In an article from McKinsey , experts propose that span of control can be different based on the role, or “managerial archetype” that an individual holds. The five archetypes are:

1. Player/Coach Archetype

This managerial archetype is engaged both in individual strategic work and leading a team, guiding them through a prolonged on-the-job training to build specific skills and expertise

Key Characteristics: High individual responsibility, extensive on-the-job training, non-standardized work, and mentorship. Example Role: Vice President Span of Control: 3-5 direct reports

2. Coach Archetype

The coach archetype balances personal responsibilities with a leadership role, directing a team through varied activities while providing supportive on-the-job training in a structured environment.

Key Characteristics: Significant individual responsibility, structured on-the-job training, and varied activities under established guidelines. Example Role: Customer Analytics Manager Span of Control: 6-7 direct reports

3. Supervisor Archetype

A supervisor manages through standardized processes, handling exceptions and providing moderate on-the-job training to ensure team adherence to company-specific procedures and guidelines.

Key Characteristics: Moderate individual responsibility, standardized processes, leadership in execution, and possible varied activities. Examples: Accounting Manager Span of Control: 8-10 direct reports

4. Facilitator Archetype

The facilitator focuses on managing the daily operations of a team, conducting standardized work, handling exceptions, and ensuring smooth adherence to established processes.

Key Characteristics: Limited individual responsibility, standard or automated work processes, and short-term skill acquisition for direct reports. Example: Accounts receivable manager in a large finance organization Span of Control: 11-15 direct reports.

5. Coordinator Archetype

The coordinator archetype directs a large team performing highly standardized tasks, with a focus on handling specific escalated issues and ensuring continued smooth operation.

Key Characteristics: Primary focus on managing daily work, high standardization or automation, and swift team self-sufficiency. Example: Manager in a call center Span of Control: 15 or more direct reports

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