The Health Management Academy’s Nursing Catalyst research collaborative created a comprehensive, quantifiable definition of manager span of control. Nursing Catalyst researchers surveyed over 1,700 frontline managers on their spans of control, as well as the variables within their work environment that impact their workload. This PDF report includes a detailed analysis of national frontline manager span of control, including how span of control impacts workload, and which manager responsibilities have the greatest impact on workload. These insights can help source opportunities to rightsize the manager role and refocus on responsibilities most critical to advancing health system priorities. Clink the link above to download the full PDF article.
Key Takeaways
To assess manager span of control, executives must move beyond the typical headcount-based proxy measure to adopt a more holistic definition.
Nurse manager span of control scores are significantly correlated with average number of hours worked.
Most managers have spans of control that exceed the bounds of a typical 40-hour work week.
Key manager demographics (tenure, unit type) do not significantly impact span of control.
Six variables impacting manager workload account for 45% of average span of control.
The managers at greatest risk of overload are those who also play the biggest roles in advancing health system strategic roles.
To meaningfully inflect change among managers with the greatest workload, health systems must reduce manager headcount.
Other than reducing headcount, the next best opportunity for executives to rightsize span of control is to provide more support for risk management and workplace violence.