SOC362 Lec 5 Oct 10.docx
SOC362 Lecture 5 Oct 10 - Organizations Readings: Reeves, ch. 4 Fox, chs. 1 & 3 “Land of the Wasted Talent” Today’s Objectives: Know… ● Trends in women as senior managers and other managers ● The two promotion models & how they affect women ● The glass ceiling effect and its causes ● Rosabeth Kanter’s contribution ● Organizational causes of lower female promotion rates ● The components of organization gender culture ● Where organization gender culture comes from ● The “career interruptions” issue Terms to Know ● authority problem ● glass ceiling ● promotion ladder ● seniority ● merit ● within-occupation gender segregation ● homophily ● organization gender culture ● gender labelling ● organizational climate ● systemic discrimination READING NOTES ● P.51-56 Promotion - Terms: opportunity structure (end note in chapter), social capital (4 kinds of capital), sticky floor phenomenon, glass escalator; ○ relationship between promotion & wage increases ○ opportunity structure - the relationship of management positions in an institution which make occupants of one position natural candidates for promotion to another position ○ stick floor phenomenon - women are often stuck at bottom of a pay scale for the new promotion grade, and that they stay there because they have few favourable, outside offers of employment ○ social capital - investment in personal relationships that enhance one’s opportunities ● p. 57-59: systemic discrimination - something in the system theres a hole thats leading to discrimination
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p.59-60: Remedy - what can women do? 4 concrete strategies ○ what can organizations do? text is not clear, it talks about what companies should do but not what they can ● read case studies to help understand bias & discrimination, but will not be on test Fox reading, Ch 1 & 3 ● myths affecting women in the workplace: promotion based on meritocracy ● male style of merits ● diversity: she's not happy about it, find out why ● does issues lie with individuals or organization Ch3 ● women don't want top jobs, this is the myth of low ambition ● p. 86: two key factors that inhibit women's ambition Land of the Wasted Talent ● these women are undereducated and when they are working they are underemployed ● their culture excludes women ● could networking/mentoring help Japanese women? ● it sounds like a lot of organization's culture, does it really come down to national culture or organization culture?
MANAGERS & SENIOR MANAGERS Thousands Employed as Senior Managers, Canada
● Note: 1. males fluctuate a lot more where female 2. males have been declining 3. females not much have changed Females as Percent of Senior Managers
Note: 1. 2. 3. 4.
high 2002 low 2004 high 2010 low 2012
Percentage of Non-Senior Managers who are Female
Note: 1. doesn't fluctuate at all, hovers around 37% 2.
PROMOTIONS
Promotions vs. Changing Jobs ● people get better jobs by promoting into jobs ● alternative that works is to get promoted by a different company (ie. entertainment industries); the higher you go the more common it is The Promotion Ladder ● career is picking a ladder that goes up Two Promotion Models Model # 1: Seniority Model ● get promoted based on how long you've been working ● mostly used in lower level jobs ● advantage is no room for ambiguity, no discrimination ● employees tend to like seniority because it's fair Model #2: Merit Model
● ● ● ●
how well you do your job more for high level positions, recognizes contribution, preferred by management performance reviews it can be biased, the more difficult it gets the easier it is to be biased (ie. group tasks,
Women and the Promotion Models ● seniority model rewards employees with stable employment but women tend to have shorter employment records; seniority benefits males more than females ● Merit? the merit model is always a little bit biased and thats the door way for gender bias ○ also women may have more trouble working with males in group tasks
WOMEN and AUTHORITY PROMOTIONS The Glass Ceiling ● within-occupation gender segregation - within an occupation, women overrepresented in lower levels & men overrepresented in high levels ● women are more likely to be lower senior management Cause #1: Managers ● Rosabeth Kanter’s work: Book: Men and Women of the Corporation. 1977 ● being a manager brings stress & anxiety, some things are out of managers' control: ○ new technology - should we adopt it? if not what if competition adopts it ○ clients - losing clients ○ competitors - worried about how competition is doing ○ employees - how are they performing ○ cultural change as a whole ○ changes in the environment ○ climate change ● homophily - promote people who are like yourself Managers’ Perceptions of Promotion Discrimination ● Linda Duxbury Conclusion: ● text dumps everything on senior managers, prof disagrees Cause #2: Female Preferences ● they don't want to get promoted Cause #3: Gender Role Socialization ● women have been repeated socialized since childhood to choose something Cause #4: Other Employees
● ●
employees can create a subculture that's not friendly to female managers, part of that is a compliance problem other employees have a role to play
Cause #5: Organizational Culture ● the organization as a whole may have beliefs & values to promote the glass ceiling
A COMPREHENSIVE CAUSAL MODEL
Notes: ● in red are the things that happen at the organization level Five Causal Factors in Organizations 1. Job gender labeling ○ job is gender labeled 2. Employer decisions ○ employers don't offer training opportunities as much to women as to to men 3. Organization gender culture 4. Ee social interactions & organization “climate” ○ Gender homophily
○ can discourage women looking to get a promotion 5. Systemic discrimination ○ not intentional discrimination, but unintentional barriers; ie. in training weekends women can participate ORGANIZATION GENDER CULTURE Components of Org Gender Culture 1. Beliefs ○ organizational beliefs of women 2. Values: ○ what can women contribute to companies 3. Norms ○ expected behaviour; ie. receptionists are mostly women 4. Symbolic practices ○ objects/rituals, pranks that confirms a culture Four Sources of Org Culture 1.
2. 3. 4.
National Culture ○ beliefs in the society are translated into the company; should women be in management Industry culture ○ some industry are not accepting of women, but some are, ie, child rearing organizations in history Current leadership
CAREER INTERRUPTIONS “Hidden Brain Drain” Task Force ● Sylvia Ann Hewlett ● Task force issue: women have been entering the labour force in large numbers for decades, so why few women in upper management positions? ● she had a few big companies sign on for research Four Findings: 1. most women have non-linear careers ○ about 60% of highly qualified women had career interruptions: 45% for child care, 25% for looking for elderly, 30% had partners that could support them; they weren't career driven 2. getting back into their careers ○ their resumes have gap and gaps in resumes are suspicious ○ organizations not sympathetic to women's carreer interruptions
3. Firms weren't aware of women's family issues ○ Companies could not accomodate for interruption reasons ○ female executives had different expectations and the companies weren't there for them 4. Companies were resistance for flexibility for female managers ○ men don't have to compete with women who can't compete due to family life Her conclusion: ●
CONCLUSION
Test ● ● ●
1 hour, 8 questions, no lecture after covers more recent materal since test 1
●
p.59-60: Remedy - what can women do? 4 concrete strategies ○ what can organizations do? text is not clear, it talks about what companies should do but not what they can ● read case studies to help understand bias & discrimination, but will not be on test Fox reading, Ch 1 & 3 ● myths affecting women in the workplace: promotion based on meritocracy ● male style of merits ● diversity: she's not happy about it, find out why ● does issues lie with individuals or organization Ch3 ● women don't want top jobs, this is the myth of low ambition ● p. 86: two key factors that inhibit women's ambition Land of the Wasted Talent ● these women are undereducated and when they are working they are underemployed ● their culture excludes women ● could networking/mentoring help Japanese women? ● it sounds like a lot of organization's culture, does it really come down to national culture or organization culture?
MANAGERS & SENIOR MANAGERS Thousands Employed as Senior Managers, Canada
● Note: 1. males fluctuate a lot more where female 2. males have been declining 3. females not much have changed Females as Percent of Senior Managers
Note: 1. 2. 3. 4.
high 2002 low 2004 high 2010 low 2012
Percentage of Non-Senior Managers who are Female
Note: 1. doesn't fluctuate at all, hovers around 37% 2.
PROMOTIONS
Promotions vs. Changing Jobs ● people get better jobs by promoting into jobs ● alternative that works is to get promoted by a different company (ie. entertainment industries); the higher you go the more common it is The Promotion Ladder ● career is picking a ladder that goes up Two Promotion Models Model # 1: Seniority Model ● get promoted based on how long you've been working ● mostly used in lower level jobs ● advantage is no room for ambiguity, no discrimination ● employees tend to like seniority because it's fair Model #2: Merit Model
● ● ● ●
how well you do your job more for high level positions, recognizes contribution, preferred by management performance reviews it can be biased, the more difficult it gets the easier it is to be biased (ie. group tasks,
Women and the Promotion Models ● seniority model rewards employees with stable employment but women tend to have shorter employment records; seniority benefits males more than females ● Merit? the merit model is always a little bit biased and thats the door way for gender bias ○ also women may have more trouble working with males in group tasks
WOMEN and AUTHORITY PROMOTIONS The Glass Ceiling ● within-occupation gender segregation - within an occupation, women overrepresented in lower levels & men overrepresented in high levels ● women are more likely to be lower senior management Cause #1: Managers ● Rosabeth Kanter’s work: Book: Men and Women of the Corporation. 1977 ● being a manager brings stress & anxiety, some things are out of managers' control: ○ new technology - should we adopt it? if not what if competition adopts it ○ clients - losing clients ○ competitors - worried about how competition is doing ○ employees - how are they performing ○ cultural change as a whole ○ changes in the environment ○ climate change ● homophily - promote people who are like yourself Managers’ Perceptions of Promotion Discrimination ● Linda Duxbury Conclusion: ● text dumps everything on senior managers, prof disagrees Cause #2: Female Preferences ● they don't want to get promoted Cause #3: Gender Role Socialization ● women have been repeated socialized since childhood to choose something Cause #4: Other Employees
● ●
employees can create a subculture that's not friendly to female managers, part of that is a compliance problem other employees have a role to play
Cause #5: Organizational Culture ● the organization as a whole may have beliefs & values to promote the glass ceiling
A COMPREHENSIVE CAUSAL MODEL
Notes: ● in red are the things that happen at the organization level Five Causal Factors in Organizations 1. Job gender labeling ○ job is gender labeled 2. Employer decisions ○ employers don't offer training opportunities as much to women as to to men 3. Organization gender culture 4. Ee social interactions & organization “climate” ○ Gender homophily
○ can discourage women looking to get a promotion 5. Systemic discrimination ○ not intentional discrimination, but unintentional barriers; ie. in training weekends women can participate ORGANIZATION GENDER CULTURE Components of Org Gender Culture 1. Beliefs ○ organizational beliefs of women 2. Values: ○ what can women contribute to companies 3. Norms ○ expected behaviour; ie. receptionists are mostly women 4. Symbolic practices ○ objects/rituals, pranks that confirms a culture Four Sources of Org Culture 1.
2. 3. 4.
National Culture ○ beliefs in the society are translated into the company; should women be in management Industry culture ○ some industry are not accepting of women, but some are, ie, child rearing organizations in history Current leadership
CAREER INTERRUPTIONS “Hidden Brain Drain” Task Force ● Sylvia Ann Hewlett ● Task force issue: women have been entering the labour force in large numbers for decades, so why few women in upper management positions? ● she had a few big companies sign on for research Four Findings: 1. most women have non-linear careers ○ about 60% of highly qualified women had career interruptions: 45% for child care, 25% for looking for elderly, 30% had partners that could support them; they weren't career driven 2. getting back into their careers ○ their resumes have gap and gaps in resumes are suspicious ○ organizations not sympathetic to women's carreer interruptions
3. Firms weren't aware of women's family issues ○ Companies could not accomodate for interruption reasons ○ female executives had different expectations and the companies weren't there for them 4. Companies were resistance for flexibility for female managers ○ men don't have to compete with women who can't compete due to family life Her conclusion: ●
CONCLUSION
Test ● ● ●
1 hour, 8 questions, no lecture after covers more recent materal since test 1
