By one line span (splinter OF control) one understands the number of a line place subordinated coworkers. That is, are like many coworkers hierarchically under a person of a certain organization.

Characteristics

An optimal size of the line span is not assignable generally. It can vary within and between organizations strongly. One line span should be only so large that it remains always possible for a superior to control and coordinate well within this span. For example if one line span is too large, then this leads to an overloading of the superior. A consequence of the fact is that the quality of the work in the entire department suffers from it.

Connection line span and line depth

By line depth one understands the number of hierarchical line levels. There are many hierarchy levels, then one speaks of a steep structure. In contrast to it one speaks of a flat structure (so-called Leanmanagement), if few levels are present.

The line intensity expresses the numerical relationship between the line places and the remark places. It must be considered however that headquarters and Assistenzstelle are ranked among the line places. The line intensity is very important and meaningful with the evaluation of organisational structures.

One span at the most to be as large may depends mainly on two measured variables, the qualitative and quantitative achievement capacity of the superior. With the quantitative achievement capacity is mainly the available time frames meant, as the superior dedicates itself personally to his tasks of line. This personal completion of the tasks of the superior represents the qualitative capacity. The other size is the use of the line relations. It consists of how often and how long the individual coworkers need the assistance and instructions of the superior.

The discussion of the optimal line span

• Mentioned it is bad like already above, if line spans are too large, since it can come by it to the excessive demand of the superior.

• A small line span is recommended if the superiors want to notice its co-ordination and control tasks well. That is, so that the Vorgesetzen can settle their tasks qualitatively high-quality, it is of advantage, if the line spans are relatively small.

• Small line spans have a large arrangement depth. This entails a slow-acting and manipulated information flow.

• A further disadvantage is a very steep line depth, since due to many hierarchy levels the information flow is often interrupted and therefore more time much takes up, until the goal is reached.

• A steep line depth can have also a filter function. It can happen that the information, until they achieved their goal is no longer completely and/or amended or falsified.

An optimal line span does not give it. One is in individual cases to specify therefore with consideration of most diverse criteria a line span optimal for the respective enterprise. As criteria one can consult among other things the qualification of the coworkers, qualification of the Vorgesetzen or also the Verschiedenartikeit of the tasks, which are to be fulfilled.

Development to a high line span

The strength of an enterprise is among other things the speed during decision making, which on a rapid and genuine information exchange is based. Around these problems to solve in the course of the time one restructured. The organization forms were abgespeckt and control organizations became confidence organizations. One set here on co-ordination and self tuning of the coworkers and on the autonomy of the places. Possible this organizational change will bring particularly by sunk communication costs, the E-Mail and Internet with itself.

Problems of this development

• Fewer career chances - the possibility of a vocational ascent is smaller with flat hierarchies.

• Sinking motivation of the coworkers by excessive demand - by the self organization of the individual coworkers the co-ordination expenditure grew.

• Disorientation of the coworkers by large task variety

• Danger of in-plant fraud by diminished control instances

Literature

• Eriche Frese (Hrsg.): Hand dictionary of the organization, 3. Edition, publishing house Poeschl, Stuttgart 1992, (ISBN 3-7910-8027-X)
• Train-to-live: Organization, 3. Edition, publishing house Franz Vahlen GmbH, Munich 2002, (ISBN 3-8006-2825-2)
• Green: Organization, in Scheuch (Hrsg): General management economics, service specialized publishing house, Vienna 1990, (ISBN 3-85428-170-6)

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