NCJ Number
216226
Journal
Police Chief Volume: 73 Issue: 10 Dated: October 2006 Pages: 74,76-80,82,83
Date Published
October 2006
Length
8 pages
Annotation
This article presents findings from a survey of law enforcement administrators that analyzed the "span of control" (the number of people with whom a supervisor is responsible for communicating) in their departments.
Abstract
The responses from the administrators indicate that many agencies prefer lower spans of control (lower number of officers per supervisor), which necessarily leads to multiple layers of management. This contrasts with the trend in business management and some governments to move toward higher spans of control (expanded number of employees with whom a supervisor communicates) and fewer levels of organizational structure (a "flatter" organization). Those who favor such organizational development cite better communication among organizational divisions and levels, increased financial and personnel responsibility, greater flexibility, and increased delegation by supervisors among subordinates. Employees favor these conditions because they receive less detailed and intensive supervision and are trusted with more responsibility. Morale is higher because they feel trusted by their superiors. On the other hand, organizations that have low span of control (fewer employees under a supervisor) require multiple layers, which can lead to inefficiency and ineffectiveness. Information generated from the front lines in a classic hierarchical law enforcement organization is often blocked, slowed, or changed by a system that favors multiple layers of bureaucracy and priorities. Given this circumstance, employees on the front line lose confidence that their input will ultimately influence or even reach policymakers. 9-item annotated bibliography and 8 notes