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Walter Schroeder Library, Milwaukee School of Engineering
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Campbell, Jane A.
Subjects
Women executives -- United States.
Businesswomen -- United States.
Organizational effectiveness
Discrimination in employment
MSEM Thesis.
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Campbell, Jane A.
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Women in management ...
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Women in management : working within a changing corporate culture / by Jane A. Campbell.
by
Campbell, Jane A.
Subjects
Women executives -- United States.
Businesswomen -- United States.
Organizational effectiveness
Discrimination in employment
MSEM Thesis.
Description:
i, 33 leaves : ill. ; 29 cm.
Contents:
Women in the workforce -- Corporate structural and cultural evolution -- Male versus female management styles -- Model proposition for future integration.
Women have become a major influence in the labor force in the U.S. in the last decade. Even with the increasing number of women entering the labor force, few have made it to the upper managerial level in any of the Fortune 500 companies. Test measures of personality dimensions, intelligence, and behavior in problem-solving groups show that executive women are just as able as executive men to lead, influence and motivate other group members, to analyze problems and be task oriented, and to be verbally effective. So why are women unable to crack the “glass ceiling” and become accepted in the corporation? Different corporations have different cultures, but most of the rituals, myths, and legends that make up these cultures remain attuned to the “male model”. The male model traditionally emphasized team competition, dominance, and survival-of-the-fittest. Many institutions are unprepared to deal with the cultural change involved with the integration of women into the management ranks. Not only are the employing organizations being caught unprepared, many males in the long-dominated arena of management and even a large number of females are not ready to deal with the problems associated with women’s increased access to management positions. But, the structure and the culture of today’s organization are evolving. Society has recognized a need for more flexible, responsive leadership. The styles of management required in the late 1980’s and 1990’s will emphasize collaborative management skills based on a participative philosophy related to a sense of common purpose and mutual interest. Authoritarian styles based on an assumed superiority will not be effective in solving the complex problems caused by an accelerating rate of change. While there is little doubt that women need to sharpen their political skills, by showing men that quality decision making can evolve from a participative approach to management, women may slowly help to promote a change from the old authoritarian management philosophy to a more collaborative consensual approach. This will only serve to expedite the smooth transition of women into the upper managerial ranks by allowing women to use the cooperation and relationship building skills in which they excel, rather than requiring conformity to the existing management model.
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Walter Schroeder Library
Master's Theses
AC805 .C36 1988
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