Maneuverability norm

Maneuverability norm

There is an opinion that the owner can manage 7 ± people on his twine, and then it becomes unbearable, control is lost.

I partially agree, but I have personally seen cases when already 4 subordinates cause a full load per day from the manager, since 3 of them are newbies, and 1 is apparently experienced, but constantly agrees with the manager.

As a result, the manager spends most of his time coordinating these employees from production situations.

And I have seen cases where there are 12 direct subordinates, and everything is managed well, because there is coordination with them at the level of results, and there is no need to control every step.

Conclusion:

The norm of control does not always depend on the number of people, but more on the skills of the manager and the skills of subordinates.

The higher the professionalism of the subordinates, the less you need to coordinate with them and the more subordinates you can have.

And the lower the professionalism of subordinates, the more often you need to meet, monitor and help them achieve results.

The leader’s capacity is also influenced by his own qualities, whether he can manage employees without hypercontrol and micromanagement, whether there are tools for operational management.

What problems do you have with increasing the number of employees in direct management?

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