adical change has become an almost constant feature of organisational life in recent years. Organisations have downsized, delayered and decentralised in an attempt to compete more effectively in an increasingly competitive global environment. Merger, acquisition and divestment have been occurring at an accelerating rate, as has the expansion of organisations across national boundaries. The net effect of these changes for managerial jobs, it is said, has been profound, leading to a revolution in managerial careers, a radical recasting of managerial roles and a fundamental reassessment of the skills and personal qualities required to discharge them (Herriot and Pemberton, 1995). Management has been in many respects an archetypal male occupation both in the composition of the managerial workforce and in the conception of the role. This raises the question as to whether this radical revision of managerial jobs has gender implications. Has it opened up more opportunities for women or has it merely involved a reorganisation of the barriers which impede womenâs progression into management? It is a question which surprisingly few students of organisational change have attempted to answer; discussions of the consequences of restructuring, with a few exceptions, use traditional models of managers as men who follow
Human Resource Management Journal – Wiley
Published: Jan 1, 1999
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