Gender and Organizational Change

Transcription

1 Gender and Organizational Change - SESSIONS 2 & 3 Sara Falcão Casaca Associate Professor, PhD sarafc@iseg.ulisboa.pt Lisbon School of Economics and Management / University of Lisbon Research Centre in Economic and Organisational Sociology (SOCIUS/CSG) ITC-ILO 9-13 April 2018

2 Practical activity 2

3 Session 2 Organizational paradigms and gender equality issues Some metaphors for organizations (Morgan*) Organizations as machines Organizations as living organisms Organizations as brains Organizations as cultures (as micro societies) Organizations as political systems (as political arenas) * Morgan, G. (1986), Images of Organisation, London: Sage Publication 3

4 Session 2 Organizational paradigms and gender equality issues Views of organization shape different organizational models Traditional organization (the bureaucratic/rationalization of work models; image: organization as machine). Contemporary organizations (influential paradigms: the flexible and learning organization; images: organization as living organisms, brains, micro societies, social constructions, complex systems sociotechnical systems). 4

5 The machine metaphor The bureaucratic organization + rationalization of work model Bureaucratic-oriented High levels of work rationalisation. Formal rules. Bureaucratic work procedures Centralised decison-making process Top down communication processes. Vertical hierarchy. Complex organizational structure Strong division of work Individualised work; Fragmented monotonous tasks; Low skilled work (at the bottom) 5

6 The bureaucratic organization Transactional management. Strong emphasis on control, surveillance and compliance Monetary reward systems (homo economicus) Administrative personnel management Adversarial labour relations The machine metaphor Male-dominated organization & Masculine ethic * Male management, (traditional) male-dominated culture, male hierarchy Organization dominated by men s interests, points of view, priorities, norms, rules, life-styles (ideal worker defined according to the model of hegemonic masculinity) *(Kanter, Rosabeth M Men and Women of the Corporation, New York, Basic Books). 6

7 New organizational models Images: organization as living organisms/brains/complex sociotechnical systems Flexibility oriented Few formal rules. Less bureaucratic. Low formalization of work procedures. Decentralized decison making process and participatory mechanisms Focus on communication, involvement and participation. Flat organizational structure. Delegation of responsabilities and autonomy. Teamwork atmoshpere; learning organizations Complex tasks; interdependent work; multi skills; job rotation; job discretion; job enrichment (including vertical decentralization). 7

8 New organizational models Images: organization as living organisms/brains/complex sociotechnical systems Strategic HRM Transformational leadership. Motivation and high levels of commitment Cooperative labour relations + social dialogue / direct and indirect participation + Culture of trust / shared beliefs and values. Social responsability: External: environment friendly; cooperation with the larger community Internal: inclusive workplaces; gender equality and diversity friendly; decent work; quality of working life/ work life balance concerns. 8

9 Bureaucratic / Rationalization of work models Human/People-centred /systemic organization models Mass production. Standardized products. Low emphasis on quality and innovation. High emphasis on costs and final prices High levels of work rationalization. Formal rules. Bureaucratic work procedures Centralized decision making process. Top down communication processes. Vertical hierarchy. Complex organizational structure Individualized work; Fragmented tasks; specialization /division of work Small batches production. Diversified products. Emphasis on quality, innovation, &D Low rationalization. Low formalization of work procedures. Decentralized decision making. Communication and Participation. Flat organizational structure Teamwork; complex tasks; interdependent work; job enrichment; task and job rotation Minimum investment in training Emphasis on lifelong training. Learning opportunities. Skilled workforce Strong emphasis on surveillance mechanisms; Monetary Delegation of responsibilities / autonomy/motivation reward systems (monetary and non monetary mechanisms) Labour relations based on conflict Labour relations based on cooperation, participation and social dialogue Indifference to environmental effects and to human needs. Social responsibility; environment sustainable approach; gender equality orientation; quality of working life; worklife balance concerns; diversity concerns. Male management, male culture, male hierarchy Participative management, inclusive management. Involvement of both men and women in top management positions and decision making. Source: Casaca, Sara F. (2011) - Changes in Employment, work reorganization and implications for gender relations: the debate over equality and diversity, HNU Working Paper Diversity Conference.

10 Managing change: the (common) narrow view Focus on technological innovation (tecno centered perspective) Male dominated Flexibility + Rationalization criteria / Cost reductions driven Reliance on hard HRM policies and practices (downsizing, work intensification...). 10

11 Some negative outcomes: Labour segmentation Gender segmentation Human/social costs Managing change: the (common) narrow view Low morale / Degradation of social climate Atrophied / non-sustainable organizational performance (long and medium term) 11

12 Further reading HANDBOOK ON GENDER AND ORGANIZATIONAL CHANGE Chapter 2.1.

13 Session 3 Organizational paradigms and gender equality issues Organizational change through a gender lens: the dual agenda approach*: More effective organizations More inclusive organizations * gender equality/diversity Engendering organizational change: Core argument: gender equality» effectiveness The assumptions, narratives, values and practices that threaten gender equality often undermine effectiveness as well. 13 * Rao, Suart, kelleher,1999 ; Bailyn & Fletcher, 2003/ Meyersen & Kolb, 2000/Rapoport et al, 2002.

14 Engendering organizational change Why managing change through a gender lens? The instrumental approach Women» skills /human capital/labour power are good for companies and organizations in general. - The human rights approach - Gender equality as a core principle - human rights - social justice - full citizenship / democracy 14

15 Engendering organizational change Arguments for the business sector: what s good for women is good for business The Bottom Line Connecting Corporate Performance and Gender Diversity Catalyst,

16 Engendering organizational change Gender equality is good for business Women represent: much of the talent women represent up to 60% of university graduates in Europe; much of the market women make up to 80% of consumer goods purchasing decisions; a potential for profitability companies with higher gender balance in leadership outperform those with fewer women at the top..

17 Engendering organizational change Arguments for all types of organizations: what s good for women is good for your organization Women Matter Gender diversity, a corporate performance driver (2007: McKinsey & Company)

18 Dimensions of organisational excellence Innovation Accountability Capability Motivation External orientation Leadership Coordination and Control Vision Work environment and Values companies with no women companies with 3 or more women To what extent is your company effective in each dimension? % of positive answers provided by respondents (58,242) 101 companies McKinsey, Women Matter, 2007: 14

19 Engendering organizational change Why managing change through a gender lens? The instrumental approach Women» skills /human capital/labour power are good for companies and organizations in general. The human rights approach Gender equality as a matter of: human rights fundamental freedoms social justice full citizenship / democracy 19

20 Why Gender Equality Is Good for Everyone Men Included Michael Kimmel - is an American sociologist specializing in gender studies. He holds the position of Distinguished Professor of Sociology at the Stony Brook University in New York and is the founder and editor of the academic journal Men and Masculinities 20

21 S2. Practical activity Gender-sensitive organization Discuss and prepare a group presentation based on: Common organizational characteristics (within the group) that may limit (obstacles) or support ( windows of opportunity ) a gender equality agenda Organizational structure? Management / Leadership style? Communication flows? Decision-making processes? Work organization? Informal routines? Keep in mind the results of the voxvote activity (printouts) Total (preparation): 20 minutes 2. Group presentation 5 minutes per group 3. Plenary discussion 21