To better understand the function of management, it’s helpful to look into the authority vested in a manager.

The authority of a manager is generally measured by the:

• Degree of control (power) exercised, and
• The number of individuals and resources subject to control.

A managers power is the extent to which they have authority over the individuals or resources under their control.

The manager may have the power to identify projects, objectives, or goals, control any aspects of a function or project, hire and fire employees, assign work responsibilities, evaluate employee performance, set compensation and benefits, etc.

The number of individuals and the amount of resources subject to the managers authority is known as the span of control.

This includes the number of direct reports and the specific resources under the managers control. This begs the question, what is the optimal span of control for any manager?

What is the Span of Control?

While power is a matter of depth; span is a matter of breadth. Each of these are useful in characterizing management.

The span of management control has two notable implications:

• Complexity of the managers responsibilities, and
• Configuration of the Organization.

Naturally, a manager who has more direct reports will have increased responsibility for the activities and performance of those individuals.

The span of control will affect the horizontal width and the vertical height of the organization.

An organization where a manager has more direct reports will be wider and more of a flat organizational structure. Likewise, fewer direct reports (on average) for managers means a more hierarchical reporting structure.

The factors determining the span of management control include:

• Centralization – If a manager assumes a higher degree of control over subordinates, it leads to fewer subordinates. In a decentralized organization, the manager delegates more responsibilities, thus allowing for a larger number of direct reports.
• Management Capacity – What is the managers capacity to plan, organize, lead, and control the activities and performance of subordinates.
• Planning – Providing a higher degree of instruction to direct reports will reduce the need for instruction from the manager. Thus, it allows for a larger number of reports.
• Nature of Responsibilities – Routine functions generally allow for a larger number of direct reports. Complex tasks or functions require a smaller number.
• Staff – If a manager has staff to share in the routine responsibilities associated with management, it will allow her o supervise a larger number of direct reports.
• Capacity of Direct Reports – The capacity of a direct report to manager her responsibilities will be a factor in determining the number of reports per manager.
• Number of Supervisors – In some organizational structures, it is common for a worker to have multiple supervisors. In such a case, this will reduce the responsibilities of an individual manager.
• Methods of Communication – If the manager is required to have face-to-face communications, there is less opportunity to meet with a large number of direct reports. If the method of communication is less demanding on the manager, she can handle more reports.

While a manager may exercise control over many direct reports, the manager rarely withholds all authority over all decisions. Instead, the manager selectively delegates authority as necessary.

What is Delegation of Authority?

The delegation of authority is the process whereby a manager assigns to her direct reports the authority and accountability for the completion of work. Though the manager retains a level of authority and accountability.

By delegating authority, a manager delegates the role of planning and executing a plan of work to a subordinate.

The manager does not, however, give up authority entirely. She now assumes the role of monitoring, assessing, and controlling the process.

The delegation of authority entails the power to make decisions that will affect the accomplishment of the assigned work.

Though the subordinate is still bound by the rules and procedures of the organization.

How Much Authority can a Manager Delegate?

A manager is limited in the power that she can delegate by the authority and power that she possesses.

How to Delegate Authority?

The process of delegating authority can be broken into:

• Assignment
• Transfer
• Acceptance
• Accountability

Principles Guiding the Delegation of Authority

The following are several principles that guide a manager in delegating authority:

• Clear Direction – The delegation of work should be specific and clearly defined.
• Clear Exceptions – The manager should well understand the purpose and expected result prior to delegating the work.
• Clear Authority – The authority of the subordinate should be clearly defined.
• Clear Chain of Command – There should be unity of command. That is, each subordinate should report to just one manager.
• Shared Accountability – The manager and subordinate should share accountability for the delegated work.
• Clear Hierarchy – There should be a clear organizational structure. The subordinate should know exactly to whom she is reporting at all times.
• Autonomy – The subordinate should be afforded autonomy in carrying out her responsibilities.

Summary

Hopefully, this section has caused you to think more deeply about the nature of authority as it relates to the roles and functions of managers.