“The number of levels of authority in the management hierarchy increased with technical complexity, while the span of control of the first-line supervisor decreased.”

—  Joan Woodward

Source: Management and technology, Problems of Progress Industry, 1958, p. 16

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "The number of levels of authority in the management hierarchy increased with technical complexity, while the span of co…" by Joan Woodward?
Joan Woodward photo
Joan Woodward7
British sociologist 1916–1971

Related quotes

Andrew Tobias photo

“Man's natural life span, 75 to 90 years or so, has not increased. It is the number of us who manage to attain it that has increased.”

Andrew Tobias (1947) American journalist

Source: The Invisible Bankers, Everything The Insurance Industry Never Wanted You To Know (1982), Chapter 12, They Bet Your Life, p. 209.

“The project manager’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 10 (2e ed. 1984) partly cited in: Frederick Betz (2011) Managing Technological Innovation. p. 172

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc.”

Douglas McGregor (1906–1964) American professor

comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.
Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)

“Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.”

Tom Burns (1913–2001) British sociologist

Source: The Management of Innovation, 1961, p. 5; as cited in: David Dugdale, Stephen Lyne. Budgeting Practice and Organisational Structure. Elsevier, 18 jan. 2010. p. 68-69
Context: In mechanistic systems the problems and tasks facing the concern as a whole are broken down into specialisms. Each individual pursues his task as something distinct from the real tasks of the concern as a whole, as if it were the subject of a subcontract. "Somebody at the top" is responsible for seeing to its relevance. The technical methods, duties, and powers attached to each functional role are precisely defined. Interaction within management tends to be vertical, i. e., between superior and subordinate... Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. — comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)

Prasanta Chandra Mahalanobis photo

“some evidence is available to indicate that, in India, an increase in the income of the poorer people leads to an increase in the size of the family; and also that this tapers off after a certain critical level of income is attained, and is followed by a reduction in the size of the family at higher levels of living When a sufficient number of people reach the critical income, there would be a gradual decrease in the average birth rate with further increase in income.”

Prasanta Chandra Mahalanobis (1893–1972) Indian scientist

Quote, Professor P.C. Mahalanobis and the Development of Population Statistics in lndia

Henry Adams photo

“…no number of centuries could ever educate him to Swinburne's level, even in technical appreciation.”

Henry Adams (1838–1918) journalist, historian, academic, novelist

The Education of Henry Adams (1907)

Lyndall Urwick photo

“No superior can supervise directly the work of more than five or, at the most, six subordinates whose work interlocks. The reason for this is simple. What is supervised is not only the individuals, but the permutations and combinations of the relationships between them. And while the former increase in arithmetical progression with the addition of each fresh subordinate, the latter increase by geometrical progression. If a superior adds a sixth to five immediate subordinates he Increases his opportunity of delegation by 20 per cent, but he adds over 100 per cent to the number of relationships he has to take into account. Because ultimately it is based on the limitations imposed by the human span of attention, this principle is called The Span of Control.”

Lyndall Urwick (1891–1983) British management consultant

Source: 1940s, The Elements of Business Administration, 1943, p. 53

David Deutsch photo

“The truly privileged theories are not the ones referring to any particular scale of size or complexity, nor the ones situated at any particular level of the predictive hierarchy—but the ones that contain the deepest explanations.”

David Deutsch book The Fabric of Reality

The Fabric of Reality (1997)

Teal Swan photo

“In the information age, attention spans have decreased exponentially. People want the incredibly complex practice and nature of awareness compressed into a two-minute sound bite. This is not possible. It is not real learning and it is not real personal transformation. It is the momentary drug-like hit of entertainment and inspiration.”

Teal Swan (1984) American spiritual teacher

Related topics