An engaging contribution to the increasing body of knowledge about gender and organizations, Gender, Culture and Organizational Change examines gender-based inequality in organizations and considers how sexual and social relations between women and men based on sexuality, power and control determine the cultures, structures and practices of organization and the experiences of men and women working in them. Gender, Culture and Organizational Change represents a decade of experience of managing change and implementing theory in public sector organizations during a period of major social, political and economic transition and analyses the progress that has been made. It expands to make wider connections with women and trade unions in Europe and management development for women in the "developing" countries of Africa and Asia. It will be valuable reading for students in social policy, gender studies and sociology and for professionals with an interest in understanding the dynamics of the workplace.

Contains four case studies of the Bangladesh Rural Advancement Committee (an NGO), the bodyshop, the International Center for Improvement of Maize and Wheat (an international agricultural research institute in Mexico), the National Land Committee in South Africa, and a public housing organization in Canada.

Gender, Identity and the Culture of Organizations considers how organizations operate as spaces in which minds are gendered and men and women constructed. This edited collection brings together four powerful themes that have developed within the field of organizational analysis over the past two decades: organizational culture; the gendering of organizations; post-modernism and organizational analysis; and critical approaches to management. A range of essays by distinguished writers from countries including the UK, USA, Canada, Denmark, Sweden, Finland, the Netherlands and Sweden, explore innovative methods for the critical theorizing of organizational cultures. In particular, the book reflects the growing interest in the impact of organizational identity formation and its implications for individuals and organizational outcomes in terms of gender. The book also introduces research designs, methods and methodologies by which can be used to explore the complex interrelationships between gender, identity and the culture of organizations.

This book offers a radical reassessment of organizational forces for change and barriers encountered by the |challenging women' - senior women managers faced with the task of transforming their organizations. Much has been written about women at work, the.

The symbolic order of gender in organizations - how gender relations are culturally and discursively produced and reproduced, and how they might be done' differently, are explored in this book. Silvia Gherardi focuses on the relationship between gender, power and culture in organizations and on the need to come to grips with the pervasive, elusive and ambiguous nature of gender in work settings. She introduces two key metaphors. The first is of the sexual contract, which centres on the sexuality of organizations and static' gender difference. The second, of the alchemic wedding, highlights a plurality of cultural models of femaleness and of women/work relationships, and processes of dynamic difference, transformation and transcendence. Gherardi continues her examination of the construction of gender relations in the workplace through a series of rich and illuminating stories which also draw on various symbolic archetypes as powerful forms of cultural expression. The final section of the book looks at possibilities for change, developing in particular a concept of different forms of gender citizenship of organizations.

Contains 15 essays which discuss from national perspectives the extent to which organizations have acknowledged the increase in women's labour supply by implementing employment equity and family-friendly policies. Part III contains case studies of individual organizations in Australia, Denmark, Sweden, the United Kingdom and the United States.

The "new" in new economy means a more stable and longer growth, with more jobs, lower inflation and interest rates, explosion of free markets worldwide, the unparalleled access to knowledge through the Internet and new type of organization which affects organizational change. Organizational change is the adoption of an organizational environment for the sake of survival. Namely, the old principles no longer work in the age of Globalization. Businesses have reached the old model's limits with respect to complexity and speed. At the same time, the challenge which new economy brings to small businesses managers is the use of new business approach and the strong will for organizational changes and adaptation to global market demands. There are several types of organizational changes that can occur- strategic changes, organizational cultural changes; involve organizational structural change, a redesign of work tasks and technological changes. In line with these changes, there is strong expectation of employee to permanent improve their knowledge and become an integral part of successful business formula in order to respond to the challenges brought by the global economy. It means a request for learning organization which is characterized as an organization creating, gaining and transferring the knowledge, and thus constantly modifying the organizational behavior. Reader will refine their theoretical understanding of globalization by studying its concrete manifestations in three domains: organizational culture, behavior, and gender.