336 research outputs found

    Foreword

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    Two significant facts are apparent from reading this volume. First, the authors are themselves examples of women overcoming barriers, breaking into formerly all-male domains, succeeding against the odds, and exercising economic, political, and educational leadership — on behalf of other women as well as on behalf of the institutions they serve. Thus their own lives are eloquent rebuke to anyone who still thinks that women cannot manage effectively in any realm, or that women must always take second place to men, or that family responsibilities make women less serious about public responsibilities, or that women fail to help one another; none of those old excuses for discrimination can carry any weight in light of the impressive achievements of the authors. Second, however, their articles make equally clear that individual trickle-up is not enough. The statistics marshaled and the experiences examined throughout this book show that the whole social system must be changed if women in general, not just a hardy, pioneering few, are to gain economic power. The apparent openness of American society to the overachiever from an underprivileged minority group who can pull herself up by the panty hose and succeed makes it too easy to assume that the problems and solutions are all individual ones. It makes it easy for those in power to point to the token overachiever as an example for the rest of the group\u27s members who are struggling merely to survive; Why can\u27t you be more like her? is today\u27s version of Henry Higgins\u27s lament, Why can\u27t a woman be more like a man? And then, having applauded the token, the majority can turn their backs on the rest

    The Organization Child: Psychiation in a Nursery School

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    http://deepblue.lib.umich.edu/bitstream/2027.42/50801/1/16.pd

    Who Benefits From Teams? Comparing Workers, Supervisors, and Managers

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    This paper offers a political explanation for the diffusion and sustainability of team-based work systems by examining the differential outcomes of team structures for 1200 workers, supervisors, and middle managers in a large unionized telecommunications company. Regression analyses show that participation in self-managed teams is associated with significantly higher levels of perceived discretion, employment security, and satisfaction for workers and the opposite for supervisors. Middle managers who initiate team innovations report higher employment security, but otherwise are not significantly different from their counterparts who are not involved in innovations. By contrast, there are no significant outcomes for employees associated with their participation in offline problem-solving teams

    Social support and social structure

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    The burgeoning study of social support in relation to social stress and health would benefit from increased attention to issues of social structure. Three aspects of social relationships, all often referred to as social support, must be more clearly distinguished—(1) their existence or quantity (i.e., social integration), (2) their formal structure (i.e., social networks), and (3) their functional or behavioral content (i.e., the most precise meaning of “social support”)—and the causal relationships between the structure of social relationships (social integration and networks) and their functional content (social support) must be more clearly understood. Research and theory are needed on the determinants of social integration, networks, and support as well as their consequences for stress and health. Among potential determinants, macrosocial structures and processes particularly merit attention.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/45658/1/11206_2005_Article_BF01107897.pd

    Determinants of Collaborative Leadership: Civic Engagement, Gender or Organizational Norms?

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    This analysis attempts to unravel competing explanations of collaborative leadership styles of state legislative committee chairs. Specifically, the paper considers the influence of community or volunteer experience, gender, and institutional variables. The data show that women chairs are more likely than their male peers to cite as valuable the leadership skills and experiences that they gain through community and volunteer experience. Compared to their male colleagues, women committee chairs on average also report a greater reliance on collaborative strategies in the management of their committees. Prior community or volunteer experience has little or no direct effect on collaborative styles. In contrast, institutional factors have a much stronger and countervailing influence. Legislative professionalization produces a strong negative effect on collaborative style. Results suggest that conformity to institutional norms may be a more compelling influence than prior community experience. The analysis also points to the gendered nature of organizational leadership with men's and women's styles showing different associations to style depending on the number and power of women in a legislature.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

    Puritans, visionaries and survivors

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    All readings take place in the here-and-now, even of texts written back there and then. Nowhere in management and organization theory has this been truer of anyone than Max Weber. Unread in English during his lifetime, it was nearly 30 years after his death before his ideas had much impact. When they did, they were read in a context and tradition years away from those in which they were conceived. And, ever since, they have been subject to systematic reinterpretation on the one hand and neglect on the other. The paper addresses how one might use Weber today, in terms of his sensitivity to current issues, such as sustainability, as well as the still largely unacknowledged foundation that Weber constructed for contemporary cultural studies. The paper will bring these two themes together, using analysis of contemporary equivalents to the popular culture that formed the basis for some of Weber's own investigations. Copyright © 2005 SAGE Publications

    Institutional Labor Economics, the New Personnel Economics, and Internal Labor Markets: A Reconsideration

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    The author illustrates the utility of institutional labor economics and makes a case for a reconsideration of it. Two recent developments motivate this effort: the rise of New Personnel Economics (NPE) as a significant subfield of labor economics and the substantial shifts in work organization that have taken place since the 1990s. Understanding how and why firms have reorganized work opens the door for a renewed interest in institutional approaches. The author explains that the rules of institutional labor markets (ILMs) emerge from the competition between organizational interest groups—unions, personnel professionals, and the government—and competing views of firms’ objectives—resulting in the rise of ILMs, the slow diffusion of High Performance Work Systems, strategies used to obtain a high level of commitment from workers, the use of contingent employees, and the spread of new promotion rules in response to equal employment opportunity pressures. As such, the role of power and influence in establishing work rules is of central concern, though more conventional NPE considerations also remain important
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