Supervisory span, relational coordination, and flight departure performance: A reassessment of postbureaucracy theory
Supervisory span, relational coordination, and flight departure performance: A reassessment of postbureaucracy theory
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DOI：
10.1287/orsc.12.4.468.10636
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发表时间：
2001-07-01
影响因子：
4.1
通讯作者：
Gittell, JH
中科院分区：
文献类型：
--
作者：
Gittell, JH
在组织理论中，关于主管对团队过程和绩效的贡献，以及做出这种贡献所需的控制范围，存在着丰富的争论。在本文中，我总结了这场争论，并提出了相互竞争的假说。这些相互矛盾的假设使用多点调查和档案测量进行了检验，并使用同一研究中的定性数据进行了解释。我发现，较小的监督跨度通过对团队过程的积极影响来提高绩效。特别是，跨度较小的主管在其直接下属之间实现了更高水平的关系协调。定性数据表明，跨度较小的超级监控器通过与合作实现了这些结果。并为他们的直接下属提供密集的指导和反馈。
There is a rich debate in organizational theory about the contribution of supervisors to group process and performance, and about the span of control needed to make that contribution. In this paper, I summarize the debate and develop competing hypotheses. These competing hypotheses are tested using multisite survey and archival measures, and interpreted using qualitative data from the same study. I find that small supervisory spans improve performance through their positive effects on group process. In particular, supervisors with smaller spans achieved higher levels of relational coordination among their direct reports. Qualitative data suggest that super-visors with smaller spans achieved these results through working with. and providing intensive coaching and feedback to their direct reports.