By Sue Maddock
This e-book deals an intensive reassessment of organizational forces for swap and obstacles encountered via the `challenging girls' - senior girls managers confronted with the duty of remodeling their organisations. a lot has been written approximately ladies at paintings, the `glass ceiling' and discriminatory employment practices. This examine is seminal within the linkage it makes among gender, innovation and organizational transformation. The booklet highlights the consequences of this for all sorts of organisations and ladies managers in all places.
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Extra info for Challenging Women: Gender, Culture and Organization
1 985) distin guish between management and those people in managerial positions: There is a vital distinction to be made between 'management' and those people holding managerial positions, and 'management' as an assortment of integrative functions, which are necessary in any complex organisation - planning, har monising related processes, ensuring appropriate flows of information, matching resources to production (service) needs, marketing, financial control, linking out to demand etc. . these skills were seen as capitalist and reactionary by nature.
To date none of the varieties of social democracy and capitalism has managed to free agencies to develop while also protecting staff; unbridled market activity has created greater divisions rather than building bridges between diverse and unequal communities. The current challenge within the western world is to develop organizational forms and ways of managing that com bine and encourage dynamic agency rather than obstruct it. The problem, however, is not merely one of finding new models but of finding ways of 32 Challenging Women engaging with employees and the local communities within change initia tives.
Globalization has demanded that managers move from being supervisors and transform into strategists and change agents. Managing change requires leadership qualities, particularly in service organizations where management largely concerns managing of staff. A new consensus emerged that leaders had to be charismatic rather than tough (Peters and Waterman 1 982; Drucker 1 989; Handy 1 994). Burns ( 1 978) wrote that leaders may be power leading or power wield ing, where the latter order and the former encourage.