The Span of Control

Urwick, L.

doi:10.1111/j.1467-9485.1957.tb00223.x

Cited by 8 publications

(8 citation statements)

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“…Span of control plays an important role in organizations and has implications for organizational structure, how decisions are made, the interactions between supervisors and subordinates and is an important aspect of a manager's coalition. Early studies on span of control seek to determine how many subordinates a manager can supervise (e.g., Simon, 1945, Urwick, 1956, and Woodward, 1965.…”

Section: Introductionmentioning

confidence: 99%

Span of Control and Span of Attention

Bandiera

Prat

Sadun³

et al. 2014

SSRN Journal

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Section: Introductionmentioning

confidence: 99%

Span of Control and Span of Attention

Bandiera

Prat

Sadun³

et al. 2014

SSRN Journal

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“…N THE BODY of scientific writings about I organizations, the notions of delegation and span of control occupy a central role (Lorsch & Lawrence, 1972;March & Simon, 1958;Urwick, 1956). Control traditionally has referred to signals transmitted downward in an authority hierarchy and intended t o coordinate or govern the behavior of subordinate agents.…”

Section: Introductionmentioning

confidence: 99%

Delegation and control in organizations with varying degrees of decentralization

Kochen

Deutsch

1977

Syst. Res.

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The concepts of decentralization, delegation, control, participation, and responsibility are defined operationally for the analysis of hierarchically structured large organizations or service systems. These include hospitals, libraries, or governmental agencies, all of which involve the coordination of several resources or activities. Costs and benefits are examined from a client centered point of view. We take into account cost‐benefit considerations for the organization or service agency and for its clients, as well as for the larger community by which the agency may be sustained. Delegation of certain classes of decisions to a particular agent or echelon is translated into providing this agent with the means to make decisions at tolerable levels of error and delay. That is, the agent must have adequate communication channels, memory facilities and other information processing capacities. The change in the utility of the decision performance of the organization after the delegation has been made is compared to the change in costs caused by providing or shifting the requisite facilities. The effects of a long‐term increase in service loads upon the optimum levels of decentralization and delegation are examined. Eight dimensions of decentralization are specified and four general principles are proposed.

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“…Some of the important works answering such questions are as being presented here. Urwick (1956) considers lack of strategy in an organization as no use of wisdom leads to disaster. Liddell Hart (1967) examines wars and battles from the time of the ancient Greeks through World War II and tried to define strategy as being a means to an outcome of the policy.…”

Section: What Is Strategymentioning

confidence: 99%

Strategy: Does the Concept Exist in Islamic Sources of Knowledge?

Gul¹

2016

IBR

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The study brings new insights about the notion of strategy by exploring it in the Islamic sources of knowledge. It employs qualitative research methodologies to analyze the content taken from the texts of the Quran and the Hadith, their interpretations as well as from the biographies of Muhammad PBUH. It is part of the efforts which are being made to explore alternate perspectives in order to overcome the prevailing issues emerging in the classical management theory and practice. While works of scholars from cultural contexts different from the western cultures are surfacing in this area, it seems to be useful to also explore the Islamic sources of knowledge for the very purpose. Current study should be considered an early attempt in the specific area of strategy. It is a straightforward manner of looking into the Islamic sources of knowledge for the managerial wisdom and bringing it to light by an individual or collective effort. It should not be considered a way of negating the existing body of knowledge, but it is an attempt to bring something which may complement it.

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The Span of Control

Cited by 8 publications

References 0 publications

Span of Control and Span of Attention

Span of Control and Span of Attention

Delegation and control in organizations with varying degrees of decentralization

Strategy: Does the Concept Exist in Islamic Sources of Knowledge?

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