By Sue Maddock
This publication bargains a thorough reassessment of organizational forces for switch and limitations encountered via the `challenging girls' - senior ladies managers confronted with the duty of reworking their companies. a lot has been written approximately girls at paintings, the `glass ceiling' and discriminatory employment practices. This learn is seminal within the linkage it makes among gender, innovation and organizational transformation. The booklet highlights the results of this for all sorts of firms and girls managers all over.
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Extra resources for Challenging Women: Gender, Culture and Organization
But apparently he believes that this wiIl happen without women and that they should return to the home to protect society from the damage done by men. This appears to be a strange conclusion but, unfor tunately, although iIlogical i s all too common. The following chapters suggest how gender balance and radical women are critical both to the process of negotiation towards socialized work contracts and in management through their roles as negotiators, leaders, innovators and bridge builders within the process of social transformation and how male gender cultures operate as a barrier to this process.
Management language or jargon also reinforced the technical rational position. Managers stopped talking about 'capital and labour' many years ago and instead refer to managers and employees. The neutralization of the management role has had the effect of hiding conflictual relationships and detached management from the tur bulent political world in which organizations exist. Management style 35 However, policymakers and the public apparently prefer to think of management as a separate and neutral domain free from prejudice with predictable and fixed functions, untainted by politics.
There was a huge shift in thinking about management and managers in the 1 970s although this was not evident in most public administrations. The 1 980s brought a renewed interest in the qualities of leaders and in particular whether women were capable of being executives. There was beginning to be a recognition that people would no longer tolerate tight control and dictatorship at work, employees had to be encouraged to work. Leaders could no longer get away with just being decisive bosses; they must have vision and be able to relate to people.