Meyerson D E, Fletcher J KHarvard Business Review, (USA), Jan-Feb 2000 Vol 78 No 1
Start page: 127 No of pages: 10
Asks why women remain a rarity at the highest levels of management despite increased corporate sensitivity and legal sanctions against discrimination. Identifies a pattern of subtle systemic discrimination which, it is argued, will not be overcome by altering the way individuals work. Describes the three approaches currently in use to reduce gender discrimination (training women in ‘masculine’ attributes, adding alternative career tracks, teaching employees to value ‘feminine’ working styles) as treating the symptoms of inequity. Suggests that it may be necessary to change the organization rather than the people and describes a strategy to do so. This is based on identifying and discussing working practices and beliefs which lead to discrimination and strategically targeting a limited number of initiatives to find ways to make changes. Argues that linking changes in behaviour to changes in understanding becomes self reinforcing.
Subject(s): SEX DISCRIMINATION, TOP MANAGEMENT, WOMEN, INEQUALITY, SYSTEMIC THINKING
Database: HRMA: Human Resource Management Abstracts EB: European Business
PS: Public Sector Management
ISSN: 0017-8012. Reference: 29AJ055
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