Challenging Women: Gender, Culture and Organization by Sue Maddock

By Sue Maddock

This ebook bargains an intensive reassessment of organizational forces for switch and obstacles encountered by means of the `challenging girls' - senior ladies managers confronted with the duty of remodeling their agencies. 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 consequences of this for every type of organisations and ladies managers all over the place.

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Pressure to conform in male cultures Women managers are likely to be a much greater force for change if they are not pressurized into modelling themselves on men. White et al. ( 1 988) conclude that women high-flyers should be less concerned with abiding by rules and found that this was exactly what successful women executives did Management style 45 do. Successful women were said to be free of such conformity but they paid for this deviation from the female role and were subject to much hostility and criticism.

British managers have taken to BPR in a way that they never took to the more people­ focused organizational development; precisely because it concern system's change rather than employee learning. BPR could result in greater col­ laboration if a more people approach is adopted with implementing the process. Thousands of businesses have re-engineered work in order to focus employees on processes that clearly provide value to customers. They have done sway with their functional silos and created new organisational structures - process­ complete departments - each able to perform all the cross-functional steps or tasks required to meet customers' needs.

As chief executive he reports that he has personally imbued staff with social values which are the bedrock of the business. Each Kao employee is encouraged, he says, to challenge existing processes and to question whether company products are socially useful. Maruta ( 1 995) believes, as do many in NGOs, that top managers are responsible for the social values which drive the organization and that these values should also reflect those of the local community in which the company is based, even though the company's core values remain : • • • individual ability; innovation; entrepreneurship.

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