Murray, Peter A. and Syed, Jawad (2007): Observations through gendered lenses: experiences of managerial women. Published in: Making the Link: Affirmative Action and Employment Relations No. 18 (2007): pp. 38-44.
Download (135kB) | Preview
This paper explores how gendered contexts within and around Australian organisations over a 12-year period restrict and place boundaries around women's managerial aspirations. The study finds that three types of gendered lenses typically depict various systems of oppression: mono-cultural, statistical, and structural. The discussion explores the relationships between each type noting that particular characteristics work to reinforce and interlink each to the other. The network effects are discussed and different coping strategies employed by women in management outlined over the period. A number of metaphors appropriately capture the essence of gender struggles and inequality over the three stages of the study: early (1995-1998), transition (1999-2002), and emergent (2003-2006).
|Item Type:||MPRA Paper|
|Original Title:||Observations through gendered lenses: experiences of managerial women|
|Keywords:||bounded networks; contexts; gender; management; metaphors|
|Subjects:||O - Economic Development, Technological Change, and Growth > O1 - Economic Development > O15 - Human Resources; Human Development; Income Distribution; Migration
J - Labor and Demographic Economics > J1 - Demographic Economics > J16 - Economics of Gender; Non-labor Discrimination
|Depositing User:||Jawad Syed|
|Date Deposited:||21. Jul 2008 06:18|
|Last Modified:||13. Feb 2013 23:30|
Acker, J. (1990) Hierarchies, jobs, bodies: A theory of gendered organizations. Gender and Society, 4, 139-58.
Aryee, S. and Luk, V. (1996) Balancing two major parts of adult life experience: Work and family identity among dual-earner couples. Human Relations, 49(4).
Australian Bureau of Statistics (ABS) (2006) Women at work: facts and figures. in Davis, E. and Pratt, V. (eds.), Making the Link, pp.56-60.
Bellamy, P. A. and Ramsay K. (1994) Barriers to women working in corporate management. Women's employment, Education and Training Advisory Group, AGPS, Canberra.
Blair-Loy, M (2001) Cultural constructions of family schemes: the case of women finance executives. Gender and Society, 15, 686-709.
Boal, K. B. and Schultz, P. L. (2007) Storytelling, time, and evolution: the role of strategic leadership in complex adaptive systems. The Leadership Quarterly (forthcoming).
Britton, D. (2000) The epistemology of the gendered organization. Gender and Society, 14, 415-34.
Burrell, G. and Morgan, G. (1979) Sociological paradigms and organisational analysis. London: Heinemann.
Burn, S. M. (1995) .The Social Psychology of Gender. New York: McGraw Hill.
Davis, E, and Knox, A. (2005) Women's advance: 'Slow Going.' In Davis, E. and Pratt, h. (eds.), Making the Link, pp. 1-5.
de Cieri, H. and Kramar, R. (2003) Human Resource Management in Australia. Sydney: McGraw-Hill.
Eagly, A. (1987) Sex Differences in Social Behaviour. Hillsdale, NJ: Erlbaum
Gerson, K. (1985) Hard choices: Hon' women decide client work, career, and motherhood. Berkeley: University of California Press.
Grasmuck, S. and Espinal, R. (2000) Market success or female autonomy income, ideology and empowerment among microentrepreneurs in the Dominican Republic. Gender and Society, 14, 231-255.
Greenwood, R. and Hinings, C. R. ("1996) Understanding radical organizational change: bringing together the old and the new institutionalism. Academy of A4anageinent Review 21, 1022-1054.
Halford, S. (2006) Collapsing the boundaries? fatherhood, organization and home-working. Gender, Work & Organization, 13, 353-402.
Karakowsky, L. and Miller, D. (2002) learns that listen and teams that do not: exploring the role of gender in group responsiveness to negative feedback. Team Performance Management, 8, 146-156_
Kets de Vries, M. F. R. and Florent-Treacy, E. (2002) Creating high commitment organisations. Organizational Dynamics, 30, 295-309.
King, D. (1990) Multiple jeopardy, multiple consciousness: the context of a Black feminist ideology. In Malso, M., Mudimbe-Bovi, E., O'Barr. F. and Wyer, M. (eds.) Black Women in America: Social Science Perspectives. Chicago: University of Chicago Press.
Knights, D. and Kerfoot, D. (2004) Between representations and subjectivity: gender binaries and the politics of organizational transformation. Gender, Work & Organization, 11(4), 430-455.
Knox, A. and Davis, E. (2006) What does the WorkChoices Bill mean for women? In Davis, E. and Pratt, V. (eds.) Making the Link, pp. 1-5.
Konrad, A. and Cannings, K. (1997) The effects of gender role congruence and statistical discrimination on managerial advancement. Human Relations, 50, 1305-1327.
Kramar, R. (2004) Does Australia really have diversity management? hi Davis, E. and Pratt, V. (eds.) Making the Link: Affirmative Action and Employment Relations, pp. 19-26. Sydney: CCH Australia Ltd.
Lewis, S. and Smithson, J. (2001) Sense of entitlement to support for the reconciliation of employment and family life. Herman Relations, 54, 1455-1481.
Lipsitz Bern, S. (1993) The Lenses of Gender: Transforming the Debate on Sexual Inequality. New Haven, CT: Yale University Press.
Lorber, J. (1994) Paradoxes of Gender. New Haven, CT: Yale University Press.
Macklin, J. (2006) Women in politics: challenging stereotypes. In Davis, and Pratt, V. (eds.) Making the Link, pp. 6-8.
Mannon, S. E. (2006) Love in the time of neo-liberalism. Gender and Society 1, 20,511-530.
Massoni, K. (2004) Modelling work: occupational messages in Seventeen magazine. Gender and Society, 18, pp. 47-65.
McManus, K., Korabik, K., Rosin, H. and Kelloway, E. (2002) Employed mothers and the work-family interface: does family structure matter? Human Relations, 55, 1295-1324.
Meindl, J. R. Ehrlich, S. B. and Dukerich, J. M. (1955) The romance of leadership. Administrative Science Quarterly, 30, 78-102.
Miles, M. B. and Huberman, A. M (1994) Qualitative data analysis. London: Sage.
More, E. (1999) Dancing through the glass ceiling. In Davis, E. and Pratt, V. (eds.), Making the Link, pp. 53-63.
O'Sullivan, J. and Sheridan, A. (2005) The king is dead, long live the kin tall tales of new men and new management in the Bill. Gender, Work & Organization, 12, 299-315.
Pawar, B. S. and Eastman, K. K. (1997) The nature and implications of contextual influences on transformational leadership: a conceptual examination. Academy of Management Review, 22, 80-109.
Risman, B. (1998) Gender vertigo: American families in transition. New Haven, CT: Yale University Press.
Schwandt, T.A. 1994. Introduction: entering the field of qualitative research. In Denzin, N. and Lincoln, Y. (eds.) Handbook of Qualitative Research, pp. 115-137. Thousand Oaks: Sage.
Sinclair, A. (199$) Doing Leadership Differently. Melbourne: Melbourne University Press.
Syed, J. and Murray, P. (2006) The participation of women in multidisciplinary action teams. In Davis, E. and Pratt, V. (eds.) Making the Link, pp. 65-72.
Taylor, S. and Napier, N. K. (2001) An American woman in Turkey: adventures unexpected and knowledge unplanned. Human Resource Management, 40(4).
Tharenou, P. Latimer, S. and Conroy, D. (1994) How do you make it to the top? An examination of influence on women's and men's managerial advancement. Academy of Management Journal, 37, 599-93L.
Tomlinson, J. (2006) Routes to part-time management in UK Service Sector organizations: Implications for women's skills, flexibility and progression. Gender, Work & Organization, 13, 555-605.
Trujillo, C. (ed.) (1991) Chicano Lesbians: The Girls Our Mothers Warned Us About. Berkeley, CA: Third Woman Press.
Ward, J. (2004) Not all differences are created equal: multiple jeopardy in a gendered organization. Gender and Society, 18,82-102.
Weick, K. (2001) Making Sense of Organization. Oxford: Blackwell.
Williams, L. S. (2002) Trying on gender, gender regimes, and the process of becoming women. Gender and Society, 16, 29-52.