Normal manageability is the main indicator of a successful organization

2024 Author: Howard Calhoun | [email protected]. Last modified: 2023-12-17 10:16

The manageability rate is a definition that characterizes a certain number of employees who report directly to the manager. At the same time, this concept is established by the delegation of linear powers.

Definition

Technically, the norm of manageability is expressed in the decision of the top management to accept reports from each employee instead of creating a team structure. A prime example is organizing a high school football team where the coach calls the players off the bench. Since in the end it is the top management that is responsible for the successful implementation of the tasks set, and the number of lower-level managers does not matter, it has a strong incentive to maintain as much control as possible. Often, in practice, everything looks a little different - the norm of manageability at a low level is quite difficult to maintain, which makes the coordination of the entire work of the organization almost impossible.

The history of this concept

Understanding by a large number of leaders of the fact that a fairly high ratehandling is capable of causing a number of problems, developed through trial and error.

The historical roots of this concept lead to Egypt and Israel. So, according to the narration of the book "Exodus", Moses, when leading the Israelites out of Egypt, at first tried to exercise control on his own. And in a certain period of time he succeeded. However, with an increase in the number of people crossing the desert, it can be said with certainty that a certain organization was formed with occasional disputes between its members. Since only Moses had the authority to make decisions on various problematic issues, he began to "plunge into the routine", which often meant a day's work. And then Moses' father-in-law, Jethro, defined such difficulties as a high standard of manageability. As a solution, they proposed the creation of additional levels of management. And then Moses created a "staff of leaders" of capable people who knew how to judge the people and report their decisions to Moses.

Optimal handling rate

This is a necessary indicator of the successful functioning of the enterprise. The greatest attention was paid to this term by theorists of the "administrative" school of management.

A fairly wide range in the number of subordinates was offered. However, the best standard of manageability in an organization is about 10 people. At the same time, modern studies have shown that the value of this indicator can vary widely.range.

Determining the number of subordinates

In determining the optimal number of employees, effectively and directly controlled by the head, such factors play an important role: the nature of the tasks performed, the level of management, the characteristics of subordinates, and the ability of the head of the organization. Organizational governance standards must be kept low. Otherwise, management will not be able to coordinate and control activities, increase the motivation and qualifications of subordinates.

Delegation is a powerful force in creating harmony in an organization

Commitments and expectations created by delegation become a powerful factor in ensuring unity of purpose and harmony. At the same time, if the management does not make concerted efforts to assess the personal qualities and needs of subordinates, problems may arise before the head. Delegation is associated with effective communications. Managers have responsibilities for which subordinates are responsible. However, for the qualitative performance of the tasks of the leader, subordinates must clearly understand what he wants. Delegation is also associated with leadership, influence and motivation.

Solving problematic issues related to control directly depends on the effectiveness of feedback. Attention here should be paid to the free exchange of information between employees of the enterprise, as well as to the high authority and managerial skill of the leader.

So delegation of authority can beeffective under the following conditions:

- the subordinate knows and understands what responsibilities have been transferred to him;

- a subordinate does not follow the instructions of another leader without the knowledge of his immediate superior;

- clearly defined goals with deadlines for completing tasks to achieve them;

- the participation of the immediate supervisor in choosing the direction of solving the tasks should be minimal.

The above components of delegation are used timidly by individuals who have recently received a promotion. Indeed, a leader who sorts correspondence on his own, while the secretary is bored at the same time, can only cause regret among others.