The norm of controllability is the main indicator of a successful organization

The norm of controllability is a definition characterizing a certain number of employees who report directly to the head. In this case, this concept is established by the delegation of linear powers.

Definition

Technically, the norm of controllability is expressed in the decision of the top manager about accepting reports from each employee instead of creating a team structure. A striking example is the organization of a high school football team, where the coach calls players from the bench. As a result, it is the top management that is responsible for the successful implementation of the tasks assigned, and the number of leaders of the lowest level does not matter, it is inherent in having a strong incentive to maintain as much control as possible. Often in practice, everything looks a little different - the rule of manageability at a small level is kept quite difficult, which makes coordination of the entire work of the organization almost impossible.

The history of this concept

Understanding by a large number of managers of the fact that a sufficiently high rate of controllability can cause a number of problems has developed during trial and error.

The historical roots of this notion lead to Egypt and Israel. Thus, according to the narrative of the book Exodus, Moses at the beginning of the Israelites from Egypt first tried to exercise control independently. And this in a certain period of time he succeeded. However, with an increase in the number of people crossing the desert, it is safe to say that an organization has formed with occasional disputes between its participants. Since only Moses had the authority to make decisions on various problem issues, he began to "go into a routine", which often meant a working day a day. And then Moses' father-in-law, Jethro, defined such complexities-a high rule of control. As a solution, they proposed the creation of additional levels of management. And then Moses created a "staff of chiefs" of capable people who can judge people and report on their decisions to Moses.

Optimum norm of controllability

This is a necessary indicator of the successful operation of the enterprise. The greatest attention was paid to this term by theorists of the "administrative" school of management. A fairly wide range was proposed in the number of subordinates. However, the best rule of control in the organization is about 10 people. At the same time, modern studies have proved that the value of this indicator can vary in a wide range.

Determining the number of subordinates

In determining the optimal number of employees, effectively and directly controlled by the manager, 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 chief of the organization. The standards of the organization's manageability should be kept at a low level. Otherwise, the leadership will not be able to coordinate and monitor activities, increase the motivation and qualification of subordinates.

Delegation - a powerful force while ensuring harmony in the organization

The obligations and expectations created by delegation become a powerful factor in ensuring unity of purpose and harmony. At the same time, unless management makes concerted efforts to assess the personal qualities and needs of subordinates, problems may arise for the leader. Delegation is associated with effective communications. Leaders are endowed with responsibilities for which the subordinates are responsible. However, for the qualitative fulfillment of the tasks of the head, the subordinates must clearly understand what he wants. Delegation is also associated with leadership, influence and motivation.

Solving problem issues related to control, directly depends on the effectiveness of feedback. Attention should be paid to the free exchange of information between the employees of the enterprise, as well as the high authority and management skills of the manager.

Therefore, delegation of authority can be effective under the following conditions:

- the subordinate knows and understands what duties are transferred to him;

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

- Clear goals are set with the deadlines for the completion of tasks to achieve them;

- the direct leader's participation in the choice of the direction of the solution of the tasks should be minimal.

The listed components of delegation are timidly used by persons who have recently received promotion. Indeed, the manager, who sorts the correspondence himself, and the secretary misses it at the same time, can only cause regret in others.