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According to this principle, span of control is a span of supervision which depicts the number of
employees that can be handled and controlled effectively by a single manager. According to this
principle, a manager should be able to handle what number of employees under him should be decided.
This decision can be taken by choosing either froma wide or narrow span. There are two types of span
of control:-

a. 3
ÊÊÊ 
 It is one in which a manager can supervise and control effectively a
large group of persons at one time. The features of this span are:-
a. Less overhead cost of supervision
b. Prompt response from the employees
c. Better communication
d. Better supervision
e. Better co-ordination
f. Suitable for repetitive jobs

According to this span, one manager can effectively and efficiently handle a large number of
subordinates at one time.

b. ÊÊÊ 
 According to this span, the work and authority is divided amongst
many subordinates and a manager doesn't supervises and control a very big group of people
under him. The manager according to a narrow span supervises a selected number of
employees at one time. The features are:-
a. Work which requires tight control and supervision, for example, handicrafts, ivory
work, etc. which requires craftsmanship, there narrow span is more helpful.
b. Co-ordination is difficult to be achieved.
c. Communication gaps can come.
d. Messages can be distorted.
e. Specialization work can be achieved.

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c. M Ê 
 In the concerns where managers are capable, qualified and experienced,
wide span of control is always helpful.
d. 
 ÊÊ

 Where the subordinates are capable and competent and their
understanding levels are proper, the subordinates tend to very frequently visit the superiors for
solving their problems. In such cases, the manager can handle large number of employees.
Hence wide span is suitable.
e. 
ÊÊ If the work is of repetitive nature, wide span of supervision is more helpful. On
the other hand, if work requires mental skill or craftsmanship, tight control and supervision is
required in which narrow span is more helpful.
f. 
ÊÊ

 When the work is delegated to lower levels in an efficient and proper
way, confusions are less and congeniality of the environment can be maintained. In such
cases, wide span of control is suitable and the supervisors can manage and control large
number of sub- ordinates at one time.
g. ÊÊ
 
 
 Decentralization is done in order to achieve specialization in
which authority is shared by many people and managers at different levels. In such cases, a
tall structure is helpful. There are certain concerns where decentralization is done in very
effective way which results in direct and personal communication between superiors and sub-
ordinates and there the superiors can manage large number of subordinates very easily. In
such cases, wide span again helps


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The delegation process in project management occurs when you assign

responsibility and authority to subordinates or coworkers, but in the end you are still
responsible for getting the work done. Delegation can result in
enormous benefits to a team or organization because more work gets done in less
time, more people are empowered to make decisions, and people are motivated to
do more and produce more because they themselves are accountable to you for
getting the result s you ask for.

Many managers are afraid of genuine delegation because they do not trust their
coworkers and subordinates. In some cases, they may even feel threatened should
an employee perform better than they at certain tasks. Although these feelings may
be natural, you should try not to allow them to guide your delegating style.

Image Credit: Wikimedia Commons/Alphax


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There are a number of exa mples of assigning responsibility to others that all can be
called "delegation," although they represent several different levels of autonomy and
trust.

1. The first delegation example is merely giving directions to someone: telling them
what to do. This t ype of micromanagement leaves you in control, but it is time
consuming, redundant, and can easily lead to frustration.

2. Another example of employing delegatio n as a management task is allowing

someone to do research, answer questions, and report back to you so you can make
the decisions. Delegating this way gives your report some feeling of flexibility,
although at some point that person will soon recognize tha t they have no authority
and their insights are unwanted.

3. You can go delegate responsibility to someone and let them make a decision, but
you hold the final say so. This gives people to whom you delegate the ability to
decide, but they ultimately will r ealize that only your opinion matters.

4. Delegating with the authority to proceed unless you intervene makes people feel
empowered and all goes well until you reverse their decisions, humiliate them, and
make all the time and effort they invested in their work go to waste. Do this a time or
two and no one will trust you.

5. Delegating with only a requirement of reporting back with the outcome gives
people the freedom to complete assigned tasks in their own way, but gives you the
chance to run for cover if they did things the wrong way.
-. Full delegation allows you to put subordinates in charge of tasks and decisions
and you allow them to complete them as they see fit. You show confidence, but put
yourself at risk if things are not handled properly. Practicing effective
delegation builds team work, encourages others to step up to new levels of
responsibility and motivates them to handle situations as if they were in charge. In
fact, they are in charge of what has been delegated to them.

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management/articles/8592 -.aspx#ixzz1D7Shoyh8

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Delegating responsibilities is a necessary skill in project management. However, it

can also be a challenging process. How can you delegate tasks effectively so that
project goals and deadlines are met? How do you know which team member is the
best person for a specific task? Resource management is an integral part of
ensuring successful project outcomes. When practicing effective delegation, three
considerations are key to making the right choice to handle each responsibility. If a
team member or stakeholder meets the appropriate requirements in each of these
areas, he is likely a good fit for delegating the task. Use these project management
tips to make your decision.


Ê
Ê! "ÊDoes your team member have the knowledge or skill set
necessary to complete the required tasks? Regardless of how experienced or
dependable a team member is, if they don't have the specific skills needed for the
task or the knowledge required, they aren't a good fit. Managing projects effectively
means getting tasks completed in the most efficient way. While a team member may
be perfectly capable of gaining new skills or expertise, dealing with the learning
curve can be detrimental to meeting project deadlines and maintaining a positive
team culture.

3
" In addition to knowledge and skill, a major consideration for effective

delegation is a particular candidate's current workload. Part of the delegating
responsibility of a project manager is knowing the limitations of the team. If a team
member or stakeholder already has a full plate, delegating more tasks to him will
create additional stress and may decrease the quality of his work. Overworked team
members tend to be less creative and more careless --killers to positive project
outcomes. When considering the right person for delegating tasks, consider if the
person with the best skills ha s the time required to do an effective job. If not, look to
other team members or consider rearranging some of his previous responsibilities so
he can produce the best results.

#  
"ÊWhen considering which team member is the best choice for delegati ng
various duties, think about whether the candidate will be reliable to complete the task
on time and correctly. Although you have likely chosen all your team members based
in part on their dependability, people excel at different types of tasks. For example,
some team members may be better at repetitive or administrative tasks while others
are more suited to idea generation or conceptual tasks. Delegating tasks outside of a
candidate's most successful work situations will make them much less reliable in
completing the tasks within the given parameters. To effectively delegate, work to
your team members' strengths

Read more: http://www.brighthub.com/office/project -

management/articles/54501.aspx#ixzz1D7TRw5wb Ê