By Sue Maddock
This ebook bargains an intensive reassessment of organizational forces for swap and limitations encountered via the `challenging ladies' - senior girls managers confronted with the duty of reworking their enterprises. a lot has been written approximately ladies 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 companies and ladies managers all over.
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Additional resources for Challenging Women: Gender, Culture and Organization
Fortunately, equity, as in stocks, is a tool that can be used to restore fairer balance to corporate America's skewed compensation. (Business Week 22 April 1 996: 68) In the USA executive pay jumped by 27% while factory worker pay fell by 2% in 1 995 (Business Week 1 996). Why should the community believe the public utilities when they say that they care about public services if their executives earn a thousand times more than their employees? Why should employees engage with change programmes if they can see no change in the company (contracts, ethics), in managers (communication and respect), or indeed any advantages (satisfaction and pay).
The concept of flexibility is not neutral and its acceptance within a staff group depends on how it is introduced and whose interests it serves. Young unskilled workers in the retail industries often have no idea when they will work or whether they will work the next day or the next week. This instability means that they have no control over their time or income. For managers flexibility can result in greater control over work and leisure time. Flexibility can also provide women managers, professionals and consultants with more control over their time, but more often it involves further erosion of the rights of weaker unskilled employees.
This instability means that they have no control over their time or income. For managers flexibility can result in greater control over work and leisure time. Flexibility can also provide women managers, professionals and consultants with more control over their time, but more often it involves further erosion of the rights of weaker unskilled employees. Organizations need employees with positive attitudes, not employees with 'attitude'. A willingness to engage in partnerships and changes in practices requires good morale and high levels of motivation, which are hardly likely to be achieved through one-sided forms of flexibility.