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Women Managers (woman + managers)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	63%

Selected Abstracts

Hispanic Women Managers and Professionals: Reflections on Life and Work

GENDER, WORK & ORGANISATION, Issue 1 2007
Linda M. Hite
Much of the research on professional and managerial women actually describes the experiences of White women, excluding those of other racial and ethnic backgrounds. This exploratory qualitative study focuses on the life and work experiences of Hispanic women in managerial and professional positions and how those experiences influence their career possibilities. Data from individual interviews of first-, second- and third-generation Hispanic women in the USA are used to illustrate a framework of career possibilities that reflects both cultural and personal perspectives. Implications for further study are addressed. [source]

Childlessness and Women Managers: ,Choice', Context and Discourses

GENDER, WORK & ORGANISATION, Issue 4 2006
Glenice J. Wood
Childlessness is increasing and might reflect acceptance of diversity, scope for individual choice and a creative ,social imaginary' about being feminine without being a mother. Childlessness also appears to have a contextual manifestation arising from the recognition that the long-hours work culture in many organizations does not support appropriate parenting. A qualitative study of Australian managers reveals the contradictory discourses of childlessness around enlightened equality, maternalism, an elusive, ideal ,work,life balance' and individualism. The article explores a contextually nuanced, dynamic, generative theory of agency which does not hinge on the mother,child dyad, in explaining women managers' choices to remain childless. [source]

The Crafting of Community: Recoupling Discourses of Management and Womanhood

GENDER, WORK & ORGANISATION, Issue 3 2001
Valérie Fournier
The construction of organizations around images of masculinity makes the position of ,women managers' a problematic one which calls for ,remedial work' (Gherardi 1995). Women managers have sought to reconcile their dualistic positions by deploying various individual and collective coping strategies typically articulated within the boundaries of their organizations. In contrast, we research a group of senior women from a British city in the Midlands who attempt to renegotiate their conflicting identities as ,female' and ,senior managers' by creating a collective forum outside their organizations. Through the construction of a ,learning set', they created a space where members could explore their terms of participation, as women and as managers, in their respective work organizations and in the local community. This space was articulated implicitly and explicitly around values typically associated with ,community' (e.g. sharing, support, trust, loyalty), a controversial concept in feminist politics. The article documents the (fragile and contested) processes by which these women mobilize the imagery of community in order to create a safe space where ,remedial work' could be performed. The conclusion stresses the ambivalent effects of the learning set in both reproducing and transgressing gendered positions. [source]

Women managers in Poland and the United States: a comparative analysis

INDUSTRIAL RELATIONS JOURNAL, Issue 3 2003
Richard T. Bliss
This paper compares women managers in Poland and the United States in the context of their contrasting political and economic systems,the socialism of Central and Eastern Europe and the liberal democratic tradition of the West. We discuss the two political philosophies and their impact on gender roles and labour markets, and then compare this theory to the reality of Poland's transition. Finally, this background is used to analyse differences between Polish women managers and their American counterparts. [source]

Black and white women managers: Access to opportunity

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2004
Linda M. Hite
This study explores the differing views of Black and White female managers regarding access to key career opportunities for White women and women of color. Items addressed include access to hiring, promotions, key assignments, salary increases, acknowledgment for work, and mentors. Access to each is described by comparing White women and women of color to one another, to White men, and to men of color. Chi-square analyses of survey responses from the 276 U.S. participants showed that most of the White respondents consistently perceived equal access to career opportunities for women of color. In contrast, most of the Black participants indicated that disparity exists in career opportunities available to women of color compared to White men and women. The implications of these results are discussed. [source]

Invited reaction: Black and white women managers: Access to opportunity

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2004
Elizabeth Higginbotham
In a survey of Black and White women managers, Linda M. Hite identifies differences in the managers' perceptions of opportunities available to different race and gender groups. Her findings reveal divergent beliefs about the opportunities for people of color; there is more similarity in Black and White women's views when comparing opportunities for White women and men for getting hired, promoted, receiving salary increases, and other workplace challenges. When making comparisons with either men or women of color, White women are far more optimistic about the opportunities for people of color than are Black women. Hite uses this study to explore the lack of attention to race and racial discrimination among White women, whose views are often assumed to represent all women in management. HRD practice and research can look more closely at the perceptions and experiences of Black women to learn how better to promote their careers, since strategies that increase the number of White women might not be helpful in advancing the careers of Black and other women of color. [source]

Women managers in Poland and the United States: a comparative analysis

The UK supermarket industry: an analysis of corporate social and financial performance

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2002
Geoff Moore
In a previous paper (Moore, 2001), the headline findings from a study of social and financial performance over three years of eight firms in the UK supermarket industry were reported. These were based on the derivation of a 16-measure social performance index and a 4-measure financial performance index. This paper discusses the formulationof the indices and then reports on: discussions with two supermarket firms concerning the overall results; inter-relationships between individual financial performance measures; inter-relationships between individual social performance measures; stakeholder group analysis; and inter-relationships between turnover, age and gearing with social performance measures. The paper discusses these inter-relationships, incorporating comments from the interviews with the two supermarket firms, and reports on both factor and cluster analysis. The interviews lend support for Preston and O'Bannon's (1997) Available Funding Hypothesis in both its positive and negative form. The findings show that there are individual or combinations of related measures that could be used as surrogate measures for social and financial performance, instead of deriving a full index. However, the recommendation is that a full index continues to be used until there is further corroboration of these results. The findings also provide statistically significant support for the Negative Synergy Hypothesis (Preston and O'Bannon, 1997), show a statistically significant association between pre-tax profits (both lagged and contemporaneous) with community contributions, and show that all statistically significant associations between individual social performance measures are positive , suggesting that they are mutually reinforcing. The association of size with social performance, noted in the previous paper, is also reinforced. Findings in relation to the proportion of women managers and the number of women on the Board and positive associations with other social and environmental performance measures raise interesting gender issues for business ethics. Factor analysis leads to no clear conclusions but cluster does show two or three clear clusters of firms, where size would seem to be the main but not sole factor. Further areas of research are noted. [source]