Span of Control, Hierarchy & Trust
Control, Authority and Trust — Cambridge 9609
NovaTech Solutions is a fast-growing software company with 200 employees. The CEO, Sarah Chen, has just promoted three new regional managers and is restructuring the company. She needs to decide: should NovaTech operate with a wide span of control (each manager overseeing 12+ people) or a narrow span (each manager overseeing 3–4 people)? Every choice has consequences — for costs, communication speed, employee trust, and ultimately, shareholder value.
The Inverse Relationship — The Core Rule
Wide Span
Many direct reports
= Flat Hierarchy
Narrow Span
Few direct reports
= Tall Hierarchy
Authority
The right to give orders and make decisions within a defined scope. It is formally granted downward through delegation.
"I have the right to approve this."
Responsibility
The duty to perform a task or deliver an outcome. It cannot be fully transferred — the delegator remains accountable.
"It is my duty to complete this."
Examiner Trap Alert
Students often confuse authority and responsibility. Remember: Authority is a RIGHT (power to act). Responsibility is a DUTY (obligation to deliver). A manager can delegate authority, but ultimate responsibility stays with them. This is why the conflict between control and trust arises — delegating authority without trusting the subordinate creates inefficiency.
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