Tight Vs Loose
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Tight Vs Loose
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Tight or loose is also referred to as the degree of formalization in the organization. A high degree of formalization makes it a tight organization; a low degree of formalization results in a loose organization. Formalization refers to the extent and the manner in which policies, procedures and rules are spelt out in the organization. Tight organizations will not have a positive effect on individuals who value autonomy and are competent in their jobs. However, a tight structure is appropriate for some areas such as organizational security and also for some employees who do not seek autonomy or discretion.
The terms mechanistic and organic are also used to describe tight and loose, respectively. The distinction between mechanistic vs. organic structures is brought out by Woodward in his earlier writing (see also Thinking across cultures 8.2):
Mechanistic systems are characterized by ... precise definition of duties, responsibiiities and power and a well developed command hierarchy through which information filters up and decisions and instructions flow down. Organic systems are more adaptable, jobs lose much of their formal definition and communications up and down the hierarchy are more in the nature of consultation ... In this type of situation, the chief executive is not regarded as omniscient. (Woodward, 1965, p. 230)
What is the Structure of your Organization/work Unit?
Think of the organization or the work unit you are familiar with; e.g., your university or college, your faculty, library in the university, the organization you worked or interned for. Evaluate the characteristics of that workplace to the best of your ability by using the statements below. Number 1 indicates that the characteristic is most similar to the statement on the left hand side, whereas number 7 indicates that it is most similar to the one on the right hand side; 4 implies that it is in the middle. You may also ask the employees in that unit to check the realism of your observations.
In general operating management philosophy in this unit/organization favours:
Highly structured channels of communication and a highly restricted access to important financial and operating information
Open channels of communication with important financial and operating information flowing freely throughout the organization
A strong insistence on a uniform managerial style throughout the organization
Managers' operating styles allowed to range freely from the very formal to the very informal
A strong emphasis on giving the most say in decisionmaking to formal iine managers
A strong tendency to let the expert in a given situation have the most say in decision-making even if this means temporary bypassing of formal line authority
A strong emphasis on holding fast to tried and true management principles despite any changes in business conditions
A strong emphasis on adapting freely to changing circumstances without too much concern for past practices
A strong emphasis on always getting personnel to follow the formally laid down procedures
A strong emphasis on getting things done even if it means disregarding formal procedures
Tight formal control of most operations by means of sophisticated control and information systems
Loose, informal control: heavy dependence on informal relationships and the norm of cooperation for getting things done
A strong emphasis on getting line and staff personnel to adhere closely to formal job descriptions
A strong tendency to let the requirements of the situation and individual's personality define descriptions
Evaluation: Smaller numbers on the scales represent mechanistic or tight organizational structures, while larger numbers represent organic ones. How many statements did you have with a value of 1, 2 or 3 (mechanistic) and how many did you have with a value of 5, 6 or 7 (organic)? If you have more statements with smaller values than those with larger values, then the organization or work unit you evaluated was mechanistic. If the condition is reverse, then the organization or work unit was organic.
We conclude this section with two observations. First, the contrasting pairs of structural characteristics that we have discussed ought to be viewed as the extreme ends of a continuum and it is more likely that, in reality, organizational structures will lie between these two extremes. The second observation relates to the fact that managers, based on their beliefs and assumptions, have the decision-making latitude to judge who has the authority, discretion, flexibility in the organization, regardless of the organizational structure.
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When researcher Karl Weick formulated the concepts of tight and loose organizational structures, he was describing educational institutions. However, any structured group or organization can be classified in these ways. This includes the loose coupling of a hippie commune with a very informal organizational structure. Military forces, on the other hand, have tight coupling with very disciplined and formal structure.
Likewise, the culture of businesses can also be described as either loose or tight. There is no wrong or right culture, but your employees need to feel comfortable with the company culture in order to be happy at work. When they feel like their company’s culture is a good fit for them, they may be more productive and have better professional relationships with coworkers. According to Gallup, 51 percent of the American workforce is not engaged in the company that they work for. The Engagement Institute states that this type of disengagement may cost companies as much as $550 billion each year .
Meanwhile, approximately 47 percent of people who are looking for a new job company culture as a primary reason, according to Hays. You may have more control over the culture in your organization than you might think. CultureIQ states that executive leadership has been identified as a driving force for company culture in 83 percent of businesses .
Should your company have a loose or tight culture? The owner’s personal preference and managerial decisions will determine this, and there is no right or wrong option. Both loose and tight cultures have their pros and cons. A closer look at each one may help you define the culture that you want to create.
A loose company culture fosters creativity and values free thinking. Workers are given the freedom to explore new ideas and even to experiment within limits. This type of culture generally is a good fit for many people because workers do not feel as though they must conform to company goals. Managers allow workers to handle their tasks as mature adults rather than micromanaging them. In many cases, a loose company culture has a flexible work environment. For example, telecommuting is more common in a loose company culture.
Zappos is a reputable online retailer that is based in Las Vegas, and it is a perfect example of how a successful company with a loose culture is run. Employees are given exceptional freedom in the workplace. All 1,500 employees have created their own job titles. They all feel free to work independently, but they know that their opinions are valued. Employees report to teams rather than to a specific manager, and they are encouraged to develop new skills through a badge system. Even in the call center, freedom reigns. Call center reps are not required to speak with a script or to monitor how much time they spend on a call.
In a company with tight coupling, employees are carefully supervised on a daily basis. Employees and middle management alike may feel pressure to justify their actions and to define how their actions are in line with company objectives.
These companies typically have layered hierarchies and a clear protocol for communication up and down the chain of command. There is usually a dress code. These businesses are typically focused on numbers and analysis, and they are averse to taking risks.
GE is a perfect example of a company with a tight culture. It was founded in 1892, and it is run with strict and traditional managerial practices that have not changed much from its early days. In many cases, local car dealerships and banks are also run with a traditional, tight corporate culture. There are clearly defined roles, and workers are expected to complete responsibilities in a pre-determined way.
As you can see, there are exceptional pros and cons to both structures. Finding a balance between these two culture types may be ideal for some businesses. Innovation can be combined with moderated risk-taking. Employees may have a list of fixed responsibilities, but their innovative ideas may be welcome. Accountability, productivity and employee retention can be properly addressed through a healthy balance.
Identifying your current culture’s pros and cons can help you to determine areas that may need to evolve in the coming months.
Jen McKenzie is a self-employed author hailing from New York, NY. She writes extensively on business, education and human resource topics. When Jennifer is not at her desk working, you can usually find her hiking or taking a road trip with her two dogs. You can reach Jennifer on Twitter .
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Popular vaginal myths include the idea that frequent sex looses the vagina.
The vaginal muscle does not permanently stretch except in some cases of aging and/or multiple childbirths.
Kegel exercises tighten the vagina by strengthening the pelvic floor muscles that surround it.
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We all harbor secrets. Some are big and bad; some are small and trivial. Researchers have parsed which truths to tell and which not to.
Posted September 16, 2011
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Reviewed by Lybi Ma
Many women complain that their vaginas are "too tight" or "too loose," and many men raise the issue about lovers. Notions of vaginal tightness and looseness are fraught with mythology. Many people believe that:
Imagine a hand towel stuffed inside a thick sock squeezed by two hands. The sock is the vagina. The towel is the folded muscle tissue of the vaginal wall. And the hands are the pelvic floor muscles that surround the vagina.
The vagina's tightly folded muscle tissue is very elastic, like an accordion or the mouth. Try this: Pull the corners of your mouth out toward your ears then let go. What happens? The mouth immediately snaps back to its pre-stretched state because the tissue is elastic. Do it 100 times. There's no permanent stretching. The mouth quickly returns to its pre-stretched state and no one would ever know you'd stretched it.
The same goes for the vagina, with two exceptions I'll discuss shortly. When it's at rest–all the time except sexual arousal and childbirth–the vagina's muscle tissue remains tightly folded like a closed accordion. Anxiety makes the vaginal musculature clench even tighter. That's why young girls sometimes have problems inserting tampons. Their vaginal muscle tissue is tight and contracted to begin with, and many girls feel anxious about touching themselves and inserting anything, so the muscles contract even tighter.
As women become sexually aroused, vaginal muscle tissue relaxes somewhat. Biologically, this makes perfect sense. Evolution is all about facilitating reproduction. A tight vagina would impede intercourse and reproduction, so women evolved to have sexual arousal relax the vaginal muscles, allowing easier insertion of erections–and a greater chance of pregnancy .
However, arousal-related vaginal loosening does not produce a big open cavity like the inside of a sock. Rather, the vaginal interior changes from resembling a tight fist to a fist loose enough to insert a finger or two.
If the vagina feels "too tight" during lovemaking, the woman is either:
A man who attempts intercourse before the woman is fully aroused–before her vagina has relaxed and become well lubricated–is either sexually unsophisticated or a boor. Most women require at least 30 minutes of sensuality—kissing, hugging, and mutual massage for their vaginas to relax enough to allow the penis to slide in comfortably. That's why leisurely, playful, whole-body lovemaking is so important. It gives women (and men) the warm-up time they need. In addition, it also allows the vagina to relax, and, in most women, produce enough natural lubrication for comfortable intercourse. The
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