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WOMENS FRUSTRATION WITH AND INFLUENCE ON LOCAL GOVERNMENT MANAGEMENT IN THE UK AN INVESTIGATION FROM A WOMAN MANAGERS PERSPECTIVE

WOMENS FRUSTRATION WITH AND INFLUENCE ON LOCAL GOVERNMENT MANAGEMENT IN THE UK AN INVESTIGATION... Looks at the frustrations of women managers within local governmentmanagement in the UK over a period from 1989 to 1992. Forty womenmanagers were intensively interviewed, and they unanimously agreed thatgender relations at work affected not only them personally but alsotheir work. The majority said that the gendered institutions and cultureof their authorities encouraged a lack of planning and attention todetail, a lack of responsibility and a tendency to compete and blamecolleagues. They perceived this as being damaging to services and staff.In the past this culture has rendered many women managers ineffectualand demoralized. However, by 1992 many more women had reached seniorpositions in local government and were beginning to transform theirorganizations by dismantling formal management structures andrestructuring towards more open forms of management and shared values.All the women interviewed are aged between 35 and 50 and worked inNorthern metropolitan authorities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women in Management Review Emerald Publishing

WOMENS FRUSTRATION WITH AND INFLUENCE ON LOCAL GOVERNMENT MANAGEMENT IN THE UK AN INVESTIGATION FROM A WOMAN MANAGERS PERSPECTIVE

Women in Management Review , Volume 8 (1) – Jan 1, 1993

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References (3)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0964-9425
DOI
10.1108/09649429310024188
Publisher site
See Article on Publisher Site

Abstract

Looks at the frustrations of women managers within local governmentmanagement in the UK over a period from 1989 to 1992. Forty womenmanagers were intensively interviewed, and they unanimously agreed thatgender relations at work affected not only them personally but alsotheir work. The majority said that the gendered institutions and cultureof their authorities encouraged a lack of planning and attention todetail, a lack of responsibility and a tendency to compete and blamecolleagues. They perceived this as being damaging to services and staff.In the past this culture has rendered many women managers ineffectualand demoralized. However, by 1992 many more women had reached seniorpositions in local government and were beginning to transform theirorganizations by dismantling formal management structures andrestructuring towards more open forms of management and shared values.All the women interviewed are aged between 35 and 50 and worked inNorthern metropolitan authorities.

Journal

Women in Management ReviewEmerald Publishing

Published: Jan 1, 1993

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