Span of Control

The fourth is the span of control. This determines the number of levels and managers a company has.

The organisational structure that the charity RSPCA has is a flat structure which between management and the worker level employees has few or no levels of management. This type of business structure displays the workers with the higher levels of authority and control on the higher levels. Then the workers with the least control and authority are on the lower levels of the flat organisational structure. The RSPCA using a flat organisational structure has management levels of a few or one. Meaning a ‘Chain of Command’ from top to bottom will be short while the ‘span of control is wide’. The span of control means where the managers are responsible for a certain number of workers each at RSPCA.

Our organisation structure is tall, this is because we have many different levels of employees all reporting upwards to team leaders and then up to operational management. It has a wide chain of command with a narrow span of control. The chain of command refers to the number of levels within our organisation. The span of control is the number of employees who are directly supervised by one person.

ravis Hirschi has dominated control theory for four decades. His influence today is undiminished and likely will continue for years, if not decades, to come (see, e.g., Britt & Gottfredson, 2003; Gottfredson, 2006; Kempf, 1993; Pratt & Cullen, 2000). Beyond the sheer scholarly talent manifested in his writings, what accounts for Hirschi’s enduring influence on criminological theory? Three interrelated considerations appear to nourish the appeal of his thinking. First, Hirschi’s theories are stated parsimoniously. This means that his theory’s core propositions are easily understood (e.g., the lack of

Reengineering differs from reorganizing, downsizing and other concepts of organizational restructuring because reengineering includes much more than reorganizing, downsizing and other named concepts of organizational restructuring. Reengineering is defined as "the systematic redesign of a business's core processes, starting with desired outcomes and establishing the most efficient possible processes to achieve the outcomes."

Organized Change Consultancy. (2010). Re-engineering and TQM: Approaches to Organizational Change . Available: http://www.organizedchange.com/village.htm. Last accessed 2nd January 2014.

Authority represents the power that lies within a managerial position and that gives the manager the right to assign the jobs to his subordinates and to expect that the assigned jobs would be completed by the subordinates. By the virtue of authority, the superiors are empowered to make their juniors and subordinates work. The organizational structure should clearly define the line of authority so that the overlapping actions might be avoided (Mahida).

Controlling is monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary. With all these four functions that are involved in the process of management, if all are followed correctly the organization will be properly ran and will have few complications.

Span of control - Span of control is the number of people that one individual is responsible for in an organisation. The wider the span of control is then the greater the number of whom the individual is responsible. A manager who is responsible for too many people may be so overworked that their staff in turn may not be able to perform their duties effectively.

allow business to change its processes. In this case Business rules paradigm can be used

Aside from educating a manager through formal training in managing an organization through change, there are many ongoing activities that will increase a manager's awareness and aid them in supporting a more complex organizational structure as it develops. A company's organizational structure is a road map of its communication patterns. A well-designed structure can also make it easier to identify inefficiencies and new problems as the organization grows. Reviewing the organizational structure on a regular basis will help ensure that the organization set up for optimal growth well into

In the book Reengineering the Corporation: A Manifesto for Business Revolution, Michael Hammer and James Champy discuss a concept that he originated known as “reengineering”. The process of reengineering involves coming up with new ideas, specifically processes, which are technologically advanced and extremely effective in completing corporate work. Companies must think ahead so that they will not only succeed today, but also set the rules for future business. A critical part of reengineering involves ignoring the current procedures and structures that have been set by a company and replacing them with more efficient processes. In creating these new processes, companies must focus on the needs and wants of consumers. This will ensure customer satisfaction, which is a key part of maintaining a competitive advantage in today’s world.

The purpose of this report was to examine organization restructuring. Research for the report included literature based on organizational restructuring and the various processes involved in restructuring. The major findings indicate that the two methods commonly used for organizational restructuring to be downsizing and reengineering of business processes(Cummings & Worley, 2008). Downsizing assist the company to reduce its workforce, and this saves cost in terms of payroll reduction. Reengineering allows a company to change and adapt to the way it

Business must endlessly update their systems to keep up with the changes that occurs with their business process. Business processes are continually trying to find many ways to accomplish new and shifting goals for the business. New or shifting goals, such as changing the responsible for a current business process, or combining more than one responsible into one can be difficult and needs a clear understanding of multi-tiered systems and the business processes itself. The absence of connection among requirement and employment can lead to problems in recognizing the suitable program which must be changed to further increase the worthiness of a system in response to the new goals. Unfortunately, these changes can lead to errors and can make take longer than expected.

As an organisation grows bigger it requires more than one manager to control the operators. Middle line managers add strategic apex managers into the operating core with proper authority. In broad, one set of managers directs the operators for the basic unit and another set of managers takes charge to convert it to the higher level unit. Hence, these units come under one manager to form an organisation. Middle line managers observe the performance of the same unit and they produce the feedback to the managers above them.