What Would You Do To Make Sure Your Tasks Are Delivered With Fast Result By Your Subordinates?
Organisations achieve their corporate or business plans by the deployment of people in a variety of jobs.
To attract, retain and motivate professionals require organisations communicate remuneration principles and processes in a rational manner. Employees feel comfortable with capability grading, rather than the traditional approach of authority-based classification (hierarchy-based job grading), which seems to be less acceptable in a professional environment.
The traditional arrangement of jobs is a hierarchy where employees report to a supervisor. Generally, the supervisor’s job is to assign work and responsibilities to the people who report to him and subsequently, he oversees work accomplishments.
How To Do vs What to Deliver
The supervisor may assign work by specifying tasks, i.e. how to get things done, or he can assign accountability to deliver / accomplish something with less prescription on how to get things done. Where employees are working in an arrangement where the supervisor needs to assign “how to” tasks daily, the supervisor usually cannot manage more than 8 to 10 direct reports. In contrast, where the supervisor is able to assign work by specifying the result, then the supervisor can manage many more direct reports. It has been established that job hierarchies where the supervisors prescribe “how to” tasks are generally less productive than where supervisors can assign accountabilities for results, i.e. “what to deliver”.
Span of Control
The Span of Control was a concept that was important in hierarchies
When the supervisor is overseeing a group of subordinates who are very capable, span of control can be very wide because the supervision is merely setting the authorities for the delivery of results. He needs not specify detailed “how to do” for end-employee. Therefore, when supervisors fill vacancies they want endeavour to fill job with employee who are capable.
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