<<–2/”>a >em>Hierarchy
The literal meaning of hierarchy is the rule of control of the higher over the lower. Hierarchy means a graded organisation of several successive levels in which one of the lower level is immediately subordinate to the next higher one and through it to the other higher steps right up to the top. The shape of the administrative structure is that of a pyramid Mooney and Reily call it the scalar process They say ―a scale means a series of steps something graded. In organisation it means the grading of duties not according to different functions, but according to degrees of authority and corresponding responsibility.
The basic features of the hierarchical structure are:
a. A person will have only one immediate superior from whom he will receive orders.
b. A person will not receive orders from lower status.
c. No intermediate level shall be skipped over in the dealing of the people at the top with those lower level or vice versa.
d. A person who is given responsibility for a task will have authority commensurate with this responsibility.
From the above features it is clear that in the scalar system authority command and control descend from the top to the bottom step by step. The secretary of department will deal with the joint secretary who in turn shall deal with the deputy secretary who further shall deal with the under secretary. The under secretary shall further deal with the section officer who in turn deal with assistants, clerks etc. Similarly, the upward Communication shall also be exactly the same when a section officer deals with higher officers.
The two basic principles of unity of command and span of control are centrally indispensable to the study of organizational theory and practice in particular, and in general terms, to successful, efficient and smooth Public Administration practice in both developed and developing societies.
Span of Control
The principle of span of control means the number of subordinates or the units of work that an officer can personally direct, control, and supervise. It is also known as „span of supervision? or „span of management according to Dimock and Dimock, The span of control is the number and range of direct, habitual communication contacts between the chief executive of an enterprise and his principal fellow officers.span of control is meant that one of the earlier principles of administration which states that there is an upper limit to the number of subordinates any administrator can directly supervise, generally set at 12, and advises administrators to eliminate any violations of this principle by reducing the number of officials reporting to them by either emerging certain offices or stretching out the scalar chain
There is a close relationship between hierarchy and span of control. That is, the number of levels in a hierarchical (scalar) organisation depends upon the span of control of a superior officer. Narrow (smaller) span of control increases the number of levels in the organisation and thereby creates tall structure. On the other hand, wide (larger) span of control decreases their number and thereby results in a flat structure.
The principle of span of control in public administration is related to the concept of span of attention described in psychology by V Graicunus, the French management consultant. This concept says that there is a limit to the number of things one can attend to at the same time. In other words, the span of attention of a human being is limited as there are limits to the range of human capacity and attention. Thus, it follows that there is a limit to the span of control which is nothing but the span of attention applied to the job of supervision of subordinates by the superior.
Unity of command
Unity of command means that an employee should receive orders from one superior only. In other words, it means that no employee should be subjected to the order of more than one superior. Thus, it stands for single boss for each person or monocommand.
Unity of command means organizational principle that each person within the line of authority should be responsible to only other person. An employee who is responsible to various persons in authority will presumably be confused, ineffective and irresponsible, while an employee receiving commands from one supervisor is presumably methodical, efficient and responsible.
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Theories of Organization
An organization is a group of people who work together to achieve a common goal. Organizations can be formal or informal, and they can be large or small. There are many different theories about how organizations work, and each theory has its own strengths and weaknesses.
Classical Theory
The classical theory of organization is based on the idea that organizations should be structured in a way that is efficient and effective. This theory emphasizes the importance of hierarchy, rules, and procedures. Classical theorists believe that organizations should be designed to achieve maximum productivity, and they often focus on efficiency and cost-effectiveness.
Human Relations Theory
The human relations theory of organization is based on the idea that organizations should be designed to meet the needs of both the organization and its employees. This theory emphasizes the importance of employee satisfaction, motivation, and morale. Human relations theorists believe that organizations should be designed to create a positive work Environment where employees feel valued and respected.
Systems Theory
The systems theory of organization is based on the idea that organizations are open systems that interact with their environment. This theory emphasizes the importance of understanding the environment in which an organization operates, and it suggests that organizations should be designed to be flexible and adaptable. Systems theorists believe that organizations should be able to change and adapt to meet the needs of their environment.
Contingency Theory
The contingency theory of organization is based on the idea that there is no one best way to organize an organization. This theory suggests that the best way to organize an organization depends on the specific situation. Contingency theorists believe that organizations should be designed to fit the specific needs of the organization and its environment.
Steps and Area of Control
Span of Control
Span of control is the number of subordinates that a manager can effectively supervise. The ideal span of control varies depending on the situation, but it is typically between 5 and 15 subordinates. A narrow span of control means that each manager has a small number of subordinates, while a wide span of control means that each manager has a large number of subordinates.
There are several advantages and disadvantages to both narrow and wide spans of control. Narrow spans of control allow managers to provide more individual attention to their subordinates, but they can also be more time-consuming and expensive. Wide spans of control can be more efficient, but they can also lead to less communication and coordination between subordinates.
Centralization and Decentralization
Centralization is the degree to which decision-making authority is concentrated at the top of an organization. Decentralization is the degree to which decision-making authority is delegated to lower levels of an organization.
There are several advantages and disadvantages to both centralization and decentralization. Centralization can lead to more efficient decision-making, but it can also lead to less innovation and flexibility. Decentralization can lead to more innovation and flexibility, but it can also lead to less coordination and control.
Formalization
Formalization is the degree to which rules, procedures, and other formal controls are used in an organization. Formalization can help to ensure consistency and efficiency, but it can also lead to rigidity and Bureaucracy.
Unity of Command
The principle of unity of command states that each employee should receive orders from only one superior. This principle is designed to avoid confusion and conflict, and it can help to ensure that employees are accountable for their actions.
However, the principle of unity of command can also be inflexible and can lead to delays in decision-making. In some cases, it may be necessary to allow employees to receive orders from multiple superiors in order to achieve a common goal.
Theories of organization
- What are the different theories of organization?
There are many different theories of organization, but some of the most common include:
- Classical theory: This theory emphasizes the importance of structure and order in organizations.
- Human relations theory: This theory focuses on the importance of employee satisfaction and motivation in organizations.
- Systems theory: This theory views organizations as open systems that interact with their environment.
Contingency theory: This theory argues that the best way to organize an organization depends on the specific situation.
What are the advantages and disadvantages of each theory?
The advantages and disadvantages of each theory of organization vary depending on the specific theory. However, some general advantages and disadvantages of different theories of organization include:
- Classical theory: Advantages: This theory can help organizations to be more efficient and effective. Disadvantages: This theory can be too rigid and inflexible, and it can neglect the importance of employee satisfaction.
- Human relations theory: Advantages: This theory can help organizations to improve employee satisfaction and motivation. Disadvantages: This theory can be too focused on the individual, and it can neglect the importance of structure and order.
- Systems theory: Advantages: This theory can help organizations to be more adaptable and responsive to their environment. Disadvantages: This theory can be complex and difficult to understand, and it can be difficult to implement in practice.
Contingency theory: Advantages: This theory is flexible and can be adapted to different situations. Disadvantages: This theory can be difficult to apply in practice, and it can be difficult to determine the best way to organize an organization in a particular situation.
What is the best theory of organization?
There is no one “best” theory of organization. The best theory of organization for a particular situation will depend on the specific factors involved. However, some general factors to consider when choosing a theory of organization include the size of the organization, the type of organization, the goals of the organization, and the environment in which the organization operates.
Steps and area of control
- What are the steps in the process of control?
The steps in the process of control include:
- Setting standards: This involves setting specific goals or targets that the organization wants to achieve.
- Measuring performance: This involves collecting data on how well the organization is performing.
- Comparing performance to standards: This involves comparing the actual performance of the organization to the standards that have been set.
- Taking corrective action: This involves taking action to improve performance if it is not meeting the standards.
Reviewing and adjusting standards: This involves reviewing the standards and adjusting them as necessary.
What is the area of control?
The area of control is the range of activities that a manager can directly influence. The area of control is determined by a number of factors, including the manager’s position in the organization, the level of authority that the manager has, and the Resources that the manager has available.
Unity of command
- What is the principle of unity of command?
The principle of unity of command states that each employee should have only one supervisor. This principle is based on the idea that it is important for employees to have clear lines of authority and to know who their supervisor is.
- What are the advantages and disadvantages of the principle of unity of command?
The advantages of the principle of unity of command include:
- It can help to improve efficiency and effectiveness by ensuring that employees are clear about their responsibilities and who they are accountable to.
- It can help to reduce conflict and confusion by ensuring that there is only one person who is responsible for making decisions and giving orders.
- It can help to build trust and cooperation between employees by creating a clear hierarchy and chain of command.
The disadvantages of the principle of unity of command include:
- It can be inflexible and difficult to adapt to changing circumstances.
- It can stifle creativity and innovation by preventing employees from taking initiative.
It can lead to a lack of communication and coordination between different parts of the organization.
When should the principle of unity of command be applied?
The principle of unity of command should be applied when it is important to ensure that employees have clear lines of authority and to know who their supervisor is. This principle is often applied in large organizations with complex structures.
Question 1
Which of the following is not a theory of organization?
(A) Classical theory
(B) Human relations theory
(C) Systems theory
(D) Contingency theory
Answer
(D) Contingency theory is not a theory of organization. It is a management theory that states that there is no one best way to organize a business, and that the best way to organize will vary depending on the situation.
Question 2
Which of the following is not a step in the process of organizing?
(A) Division of labor
(B) Departmentalization
(C) Coordination
(D) Unity of command
Answer
(D) Unity of command is not a step in the process of organizing. It is a principle of organization that states that each employee should have only one boss.
Question 3
Which of the following is not an area of control?
(A) Direct supervision
(B) Indirect supervision
(C) Functional supervision
(D) Staff supervision
Answer
(C) Functional supervision is not an area of control. It is a type of supervision in which a supervisor is responsible for a specific function or task, rather than for a specific group of employees.
Question 4
Which of the following is not a principle of unity of command?
(A) Each employee should have only one boss.
(B) Employees should be able to communicate directly with their boss.
(C) Employees should be able to understand the chain of command.
(D) Employees should be able to follow orders without question.
Answer
(D) Employees should not be able to follow orders without question. They should be able to question orders if they believe that they are not in the best interests of the organization.
Question 5
Which of the following is not a benefit of organizing?
(A) Increased efficiency
(B) Increased effectiveness
(C) Increased coordination
(D) Increased bureaucracy
Answer
(D) Increased bureaucracy is not a benefit of organizing. Bureaucracy is a System of Government or administration in which officials are appointed to positions of authority and are not elected by the people. It can be inefficient and ineffective.