Span of Control and Span of Attention

Bandiera, Oriana; Prat, Andrea; Sadun, Raffaella; Wulf, Julie

doi:10.2139/ssrn.2392623

Cited by 18 publications

(21 citation statements)

References 42 publications

(20 reference statements)

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“…Bandiera et al (2014) found that organization heads with smaller spans of control allocate more time to personal or individual activities and less time to internal affairs, with no change in the time they allocate to external affairs. Adding a chief operating officer focusing on decision management gives an organization head more time for individual activities and for external affairs (Wulf, 2012).…”

Section: Hierarchy Of Authority and Decisionmakingmentioning

confidence: 95%

“…Reviewing the literature of more than 150 studies on organizations in both the public and private sectors, Hosek and Cecchine (2001) One of the most critical decisions in determining the hierarchy of decisionmaking is the decision on the size of the span of control at the top of the organization (Woodward, 1965;Guadalupe, Li, and Wulf, 2012;Bandiera et al, 2014). Span of control refers to the number of staff who report directly to a single manager; it affects the entire organizational structure, how decisions are made throughout the organization, the effectiveness of interactions among the executive team, and the allocation of the fixed amount of time the head of the organization has (Mintzberg, 1979).…”

Section: Hierarchy Of Authority and Decisionmakingmentioning

confidence: 99%

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Initiatives to Improve Quality of Education in the Kurdistan Region -- Iraq: Administration, School Monitoring, Private School Policies, and Teacher Training

Vernez¹,

Culbertson²,

Constant³

et al. 2016

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Limited Print and Electronic Distribution RightsThis document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.html.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org For more information on this publication, visit www.rand.org/t/rr960Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-0-8330-8868-0Cover photo by Louay Constant. © Copyright 2016 Kurdistan Regional GovernmentR® is a registered trademark.iii PrefaceThe Ministry of Education (MoE) of the Kurdistan Region-Iraq (KRI) has been investing in improving the quality of K-12 education. In support of its many initiatives to develop its education system, the Kurdistan Regional Government asked the RAND Corporation to advise on improving quality through several analytic efforts: assessing ongoing teacher training, designing a quality assurance program for schools, advising on monitoring and incentivizing the private school sector, and proposing a new MoE administrative structure that can best support MoE's multiple growth initiatives. This report fulfills that request building on two previous efforts: This report was prepared by RAND Education for the KRI. The findings of this study should be of interest to persons involved in education in the KRI as well as to others elsewhere involved in quality improvement efforts in school systems.The principal investigators of this work are Georges Vernez and Shelly Culbertson. The authors can be contacted by email at vernez@rand.org or by phone at 310-393-0411, extension 6211, and by email at shellyc@rand.org. For more information on RAND Education, contact the Director, Darleen Opfer, who can be reached by email at dopfer@rand.org; by phone at 310-393-0411, extension 4926; or by mail at RAND Corporation, 1776 Main Street, P.O. Box 3138, Santa Monica, CA 90407-2138.More information about RAND is available at www.rand.org. SummarySince 2008, the Kurdistan Regional Government (KRG) has undertaken an ambitious reform of the kindergarten through grade 12 (K-12) education system of the Kurdistan RegionIraq (KRI). This has included developing a more rigorous curriculum, compulsory educatio...

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Section: Hierarchy Of Authority and Decisionmakingmentioning

confidence: 95%

Section: Hierarchy Of Authority and Decisionmakingmentioning

confidence: 99%

Initiatives to Improve Quality of Education in the Kurdistan Region -- Iraq: Administration, School Monitoring, Private School Policies, and Teacher Training

Vernez¹,

Culbertson²,

Constant³

et al. 2016

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show abstract

“…Similar results are found in Bandiera, Prat, and Sadun (2013) looking at Indian manufacturing firms. Finally, Bandiera et al (2014) looks at a smaller sample of recent CEOs (mostly in smaller firms) in the United States. This study also documents a positive relationship between firm size and hours worked.…”

Section: Resultsmentioning

confidence: 99%

Taxing Top CEO Incomes

Ales

Sleet

2016

American Economic Review

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We use a firm-CEO assignment framework to model the market for CEO What should the marginal tax rate on top income earners be? Recent research suggests that it should be high, perhaps as high as 70 percent or 80 percent. Underpinning these numbers is the well-known Diamond-Saez formula that relates the optimal marginal tax rate on top incomes to the elasticity of taxable income and a property of the right tail of the earnings distribution. This formula is derived under the assumption that the policymaker's objective is to maximize tax revenues derived from top earners. It abstracts from any positive impact of the efforts of these earners on the incomes of other agents or on tax revenues collected from other sources.1 Our paper departs from this research by taking seriously the idea that the activities of high-earning CEOs, an important group of top earners, have positive spillovers for others. 2 We use a firm-CEO assignment framework to model the market for CEO effective labor. Gabaix and Landier (2008) and Terviö (2008) have shown that such a framework is valuable for understanding recent growth in CEO incomes and the interaction of firm and CEO attributes in shaping this growth. We show that in an assignment model (augmented with an intensive CEO effort margin), the taxation 1 The literature has considered negative impacts such as rent seeking and has modified the basic Diamond-Saez formula accordingly: see Piketty, Saez, and Stantcheva (2014). Saez (2001) also modifies the formula to allow for social concern for top income earners.2 Bakija, Cole, and Heim (2012) report that 60 percent of the top 0.1 percent of earners by income are executives, managers, supervisors, and financial professionals. Our focus on CEOs is also partially motivated by the availability of high-quality uncensored data on the incomes of CEOs. However, we believe that our theoretical and broad quantitative insights carry over to other "superstar" buyer-seller relationships that generate high incomes for sellers. In particular, they are applicable to hedge fund managers and other financial professionals who make complex decisions.

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“…The simulation generates an income distribution which qualitatively consistent with a log normal distribution. In addition, as we argue above, there 5 In one-factor (cognitive) models of achievement, Larry Summers would have been the president of the United States and George Bush Jr. would have been a nobody. Most observers underestimated George Bush Jr.'s significant social skills (Kristof, 2000).…”

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confidence: 95%

Becker Meets Ricardo: Multisector Matching with Social and Cognitive Skills

et al. 2012

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This paper presents a tractable framework for studying frictionless matching in school, work, and marriage when individuals have heterogeneous social and cognitive skills. In the model, there are gains to specialization and team production, but specialization requires communication and coordination between team members, and individuals with more social skills communicate and coordinate at lower resource cost. The theory delivers full task specialization in the labor and education markets, but incomplete specialization in marriage. It also captures well-known matching patterns in each of these sectors, including the commonly observed many-to-one matches in firms and schools. Equilibrium is equivalent to the solution of an utilitarian social planner solving a linear programming problem. * McCann thanks the University of Nice Sophia-Antipolis and the University of Chicago's Becker-Friedman Institute for Economic Research and Stevanovich Center for Financial Mathematics for their hospitality and support during various stages of this work. Shi and Siow thank SSHRC for financial support. We also thank Jan Eeckhout, Jim Heckman, Bernard Salanie, Michael Waldman and various seminar and conference participants for helpful comments.

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Span of Control and Span of Attention

Cited by 18 publications

References 42 publications

Initiatives to Improve Quality of Education in the Kurdistan Region -- Iraq: Administration, School Monitoring, Private School Policies, and Teacher Training

Initiatives to Improve Quality of Education in the Kurdistan Region -- Iraq: Administration, School Monitoring, Private School Policies, and Teacher Training

Taxing Top CEO Incomes

Becker Meets Ricardo: Multisector Matching with Social and Cognitive Skills

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