Getting gender on the agenda: the tale of two organisations (original) (raw)
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This is ch. 15, pp 245-259 in Critical management studies at work: Negotiating tensions between theory and practice, J., Wolfram Cox, T. Le Trent-Jones, M., Voronov, and D. Weir, (Eds.) 2009. Cheltenham, UK: Edward Elgar. The chapter reflects on the challenges and opportunities of introducing critical frameworks into the practice of promoting gender equality in organizations. It introduces relevant theory and then offers a case study of an action research project, written from the perspective of the researcher. The author tells the story of doing the research and describes the methodology developed. She then reflects on the qualities of critical research methodology and the risks and rewards of sustaining a critical stance in action research. In conclusion she considers the slipperiness of change and difficulty of identifying concrete outcomes. How can critical approaches to conceptualising change and specifically to equalities practice be useful to change practitioners
Gender Equality in the Workplace: Moving from Practices to Strategy
2015
Gender inequality continues to be a workplace issue in Australia. Despite decades of gender equality research and activism, there has been little examination of overarching workplace approaches to promote gender equality. We address this gap by defining workplace gender equality in the workplace, considering the gap in gender equality research and discussing a practitioner framework for action in gender equality at the organisational level. Our discussion illustrates the complexity of applying a standardised framework. We conclude by presenting the next steps for creating sustainable gender equitable workplaces.
1999
The Center for Gender in Organizations (CGO) is dedicated to advancing learning and understanding of the connection between gender, in all its complexities, and organizational effectiveness. Through research, education, convening, and information dissemination, CGO aims to be a major catalyst for change in enhancing equity and effectiveness in organizations in both the profit and non-profit sectors worldwide. CGO is a part of Simmons School of Management and is supported by core funding from Simmons College and The Ford Foundation. To learn more about CGO and our activities, visit our website at www.simmons.edu/som/cgo. ABSTRACT 3 ACKNOWLEDGEMENTS 4 FOREWORD 5 2 Center for Gender in Organizations D. Role of the change catalyst committee 31 V. MONITORING CHANGE 34 A. Taking stock-one year later 34 B. Taking stock-two years later 35 VI. REFLECTIONS AND LESSONS LEARNED 37 A. Gender in organizations 37 B. Methodology for organizational change 39 C. Conclusions 42 REFERENCES 43 ANNEX TABLES 45
In this chapter we use the lens of Critical Sensemaking (CSM) to review the literature on organizational change and gender. Specifically we focus on two interrelated themes: (i) organizational change programs and the gendering of organization-exploring the impact of such programs of gendered practices; and (ii) gendered organization and change-exploring the implications of feminist theory for organizational change practices. We conclude with a synthesis of insights from the literature review and suggested strategies for changing gender and gendering change.
The gendered organisation: a positive critique
2003
In this article we go back to basics-to the very idea of the gendered organisation. Probably all researchers on gender and diversity in the workplace have some notion, however implicit, of the gendered organisation. This applies in both empirical research and more general theoretical analysis of organisations and management. Our task here is to assist in making explicit what those assumptions may be and help us to take a critical look at how we understand and conceptualise 'the gendered organisation', and the assumptions that we bring with us in our own and others' work. We organise our discussion in two main parts. First, we examine the concept of the gendered organisation, by setting out a very short history, including some of the basic assumptions about the gendered organisation and some continuing questions in studying the gendered organisation. The second main part develops a positive critique of the concept of the gendered organisation. This positive critique involves the re-evaluation of several key elements: the concept of 'organisation' itself; the concept of 'gender'; the relation of gender and sexuality; the relations of gender, sexuality, violence and violation; the intersection of gender and other social divisions; as well as some more general methodological critiques. This critical engagement is a necessary part of empirical and conceptual development on gender and diversity in workplaces and organisations more generally.
Discourse or reality?: “Work-life balance”, flexible working policies and the gendered organization
Equality, Diversity and Inclusion: An International Journal, 2010
Purpose. The purpose of this paper is to examine the impact of flexible working arrangements and particularly reduced hours working arrangements on a Dual Agenda of gender equity and workplace effectiveness, in a case study organisation employing a relatively high proportion of women scientists. Design/Methodology Approach. In depth interviews based on the initial stages of collaborative Interactive Action Research (CIAR) are used within a case study approach. The interviews explored working practices, the assumptions underpinning them and their un/intended consequences. Findings. The main form of flexible working arrangement used in the organisation, a four day week, is double edged and complex in its effects. It supports mothers, but at a cost because of gendered assumptions. Despite a commitment to flexibility and "work-life balance", the gendered construction of the ideal worker and ideas of competence conflated with hegemonic masculinity, remain powerful. This, together with a prevalent "good mother" ideology, undermines both gender equity and workplace effectiveness. Practical Implications. This paper is of value to both a researchers and policy makers. It shows that highly developed work-life balance or flexible working polices are not sufficient to enhance gender equity and points to the importance of surfacing and challenging gender assumptions in SET (Science, Engineering and Technology). It emphasises the need to move forward from policy to practice. Originality, Value. This paper contributes to a growing body of work using initial stages of the CIAR methodology and showcases the theoretical insights gained by such an approach.
No change from within: senior women managers’ response to gendered organizational structures
Women in Management Review, 2003
The gendered nature of organizations has now been well-established by feminist researchers. In particular, the most senior levels of management have been identified as sites of hegemonic masculinity; the causes of which are complex, socially reproduced interrelationships that are highly resistant to change. While it has been argued that these structures will become less problematic as more women enter the paid workforce and more move into senior management, in this paper we challenge this argument. Our recent research concerning women in the most senior ranks of management in the private sector in Australia suggests that while the majority of these women identify the need for change, they have not used their role in senior management as a means of challenging gendered structures. The implications of the findings are that it is invalid to assume that change will come about through increasing numbers of women in management. Other means of challenging gendered organizational structures must be implemented if quantifiable change is to come about.