(a). As a general rule, the span of control will be narrow when the manager has to spend a large proportion of his time with individual subordinates, for example time spent on monitoring and discussing work. A span of control is also likely to be narrower in a small organisation than in a large one, although this is not always true.

(bi). A narrow span of control. In a small research department, the head is likely to work closely with the other departmental members on research projects, and the span of control probably has to be fairly narrow. A manager may be appointed for each research project or each group of similar research projects.

(bii). A wide span of control. A site manager might have a fairly large number of individuals and team foremen reporting to him, particularly on a large site.

(biii). A wide span of control. A head of a department store probably has the head of each department reporting to him. In a large department, this could be a fairly large number of departmental heads.

(biv). A fashion design team is probably fairly small; therefore the head of a fashion design team will have only a narrow span of management control.