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Supervision from Others of factors determining span of management
Classical theory suggests that each person should have only one superior; however, the trend is changing and organisation member receive some sort of supervision form other managers in the organisation such as staff personnel.


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Udell has found that it is not uncommon for men to receive 50 per cent or more of their supervision from someone other than their own supervisor.  In a study, he found that when a manager's subordinates were getting assistance from others, the mean span was 17.6 as compared to 9.7 for those managers whose subordinates did not receive this amount of supervision from others.  

    The analysis of various factors affecting span of management suggests that there cannot be any fixed number of subordinates under one superior.  While deciding span, one must take into account all these factors in totality, However, it can be concluded that traditional narrow span is giving place ot wider span.  However, it can be concluded that traditional narrow span is giving place ot wider span.  However, spans become smaller at the higher levels in a management structure, though, even at the same level, there will be considerable variation in the span of management.

    On the basis of small-group research and other behavioural investigations, House and Miner conclude that the implications for the span of control seem to be that (1) under most circumstances, the optimal span is likely to be in the range of 5 through 10; (2)  the larger spans, say 8 through 10 are, most appropriate at the highest policy-making levels of an organisation, where greater resources for diversified problem-solving appear to be needed (although diversified problem-solving without larger spans may well be possible); (3) the breadth of effective spans of first line supervisors is contingent on the technology of the organisation; and (4) in prescribing the span of control for specific situations, considerations must be given to a hos of local factors such as desirability of high group cohesiveness, the performance demands of the task, the degree of stress in the environment, task interdependencies, the need for member satisfaction, and the leadership skills available to the organisation.
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