Question

Consider the following statements In the context of Urwick's Principles of Organisation:

I. The Principle of Correspondence dictates that authority levels must align precisely with responsibility levels.

II. Urwick identified the Span of Control as a maximum of ten subordinates whose work interlocks.

III. The principle of definition requires a clear, written prescription of duties and authority relationships.

Which of the following statements is correct?

• A. I only
• B. II and III only
• C. I and III only
• D. I, II, and III

Answer 1

Answer:

C. I and III only

Urwick's Principles of Organisation:

Principle of Correspondence (Statement I)

• Core Idea: This principle emphasizes the crucial link between authority and responsibility. For an organisation to function effectively, the authority granted to an individual must be commensurate with the responsibilities assigned to them.

• Implication: If someone has a significant responsibility, they must have the necessary authority to carry it out. Conversely, if someone has authority, they must also be held responsible for its use.

• Effectiveness: Misalignment can lead to inefficiency, confusion, and a lack of accountability. For example, a manager responsible for project completion without the authority to allocate resources will struggle to succeed.

Principle of Definition (Statement III)

• Core Idea: This principle advocates for clear and precise documentation of each individual's role within the organisation. This includes defining their specific duties and the extent of their authority.

• Method: It is often achieved through written job descriptions, organisational charts, and policy manuals. These documents serve as a reference point for all employees.

• Benefits: Clear definitions prevent overlapping responsibilities, reduce conflicts, ensure that all necessary tasks are covered, and provide a basis for performance evaluation.

Span of Control (Statement II)

• Concept: The Span of Control refers to the number of subordinates a manager can effectively supervise. It's a fundamental concept in organisational design.

• Urwick's View (and common interpretations): While Urwick did not rigidly define a maximum number like ten for all situations, the concept generally suggests that there is an optimal limit to the number of direct reports a manager can handle effectively. If the number is too high, supervision quality suffers, and if it's too low, it can lead to over-supervision and increased costs.

• Factors Influencing Span: The ideal span varies based on factors like the complexity of the work, the competence of the subordinates, the skills of the manager, and the availability of support staff.

• Why Statement II is Incorrect: While Urwick discussed the span of control, the precise figure of 'ten' as a strict maximum for interlocking work is not his definitive statement and is often debated or considered an oversimplification. Other theorists like Graicunas have explored mathematical models for the span, but Urwick's focus was more on the qualitative aspects and the need for an appropriate span rather than a fixed numerical limit.

Context in Management Theory

• Luther Gulick and Lyndall Urwick: These figures were prominent in the development of classical management theory during the early to mid-20th century.

• Focus: Their work aimed to establish universal principles for efficient and effective organisation and administration, particularly in large bureaucratic structures.

• Relevance for Exams: Understanding these foundational principles is crucial for competitive exams as they form the bedrock of many organisational structures still in practice today.