The controllability rate is a definition that characterizes a certain number of employees who report directly to the head. Moreover, this concept is established by the delegation of linear authority.
Definition
Technically, the controllability rate is expressed in the decision of the senior manager to accept reports from each employee instead of creating a team structure. A striking example is the organization of a high school football team, where a coach calls players from the bench. Since in the end it is the top management that is responsible for the successful implementation of the tasks, and the number of top 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 manageability norm at a low level is kept rather complicated, which makes coordination of all the organization’s work almost impossible.
The history of this concept
The 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 in the process of trial and error.
The historical roots of this concept lead to Egypt and Israel. So, according to the story of the book “Exodus”, Moses, when the Israelites were withdrawn from Egypt, at first tried to manage independently. And 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 a certain organization has formed with sometimes disputes between its participants. Since only Moses had the authority to make decisions on various problematic issues, he began to "plunge into the routine", which often meant a working day a day. And then Moses' father-in-law, Jethro, defined such difficulties - a high norm of controllability. As a solution, he was offered the creation of additional
levels of management. And then Moses created a “staff of leaders” from capable people who know how to judge the people and report their decisions to Moses.
Optimum rate of controllability
This is a necessary indicator of the successful functioning of the enterprise. The greatest attention was paid to this term by theoreticians of the “administrative” school of management.
A fairly wide range in the number of subordinates was proposed. However, the best manageability rate in an organization is about 10 people. At the same time, modern studies have proved that the value of this indicator can vary over a wide range.
Determining the number of subordinates
In determining the optimal number of employees effectively and directly controlled by the leader, 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. Organization governance standards should be kept low. Otherwise, the leadership will not be able to coordinate and control activities, to increase the motivation and qualifications of subordinates.
Delegation is a powerful force in ensuring harmony in the organization.
Commitments and expectations created by delegation become a powerful factor in ensuring unity of purpose and harmony. Moreover, if the management does not make concerted efforts to assess the personal qualities and needs of subordinates, problems may arise for the leader. Delegation is about effective communication. Managers are endowed with responsibilities for the implementation of which subordinates are responsible. However, for the high-quality fulfillment of the manager’s tasks, subordinates must clearly understand what he wants. Delegation is also associated with leadership, influence and motivation.
The solution of problematic issues related to control directly depends on the effectiveness of feedback. Attention here should be paid to the free exchange of information between the employees of the enterprise, as well as to the high authority and managerial skills of the leader.
Therefore, delegation of authority can be effective under the following conditions:
- the subordinate knows and understands what responsibilities are transferred to him;
- the subordinate does not comply with the instructions of another leader without the knowledge of his immediate superior;
- defined clear goals with deadlines for completing tasks to achieve them;
- the participation of the immediate supervisor in choosing the direction for solving the tasks set should be minimal.
The above constituents of delegation are timidly used by persons who have recently been promoted. Indeed, a leader who sorts correspondence on his own, while the secretary is bored, can only regret others.