A decrease in the number of younger workers and appropriately skilled workers will prompt organizations to explore new ways of recruiting women, especially those who are educated but not currently working. In addition to the possibility of bringing new skills and styles to the workplace, the fact that there are increased numbers of working women has generated a great deal of speculation about whether or not women and men work in the same ways or, if they differ, how they differ.
What strengths each sex brings to the workplace and how management styles might change as a result of the influx of women are examples of important discussion topics. However, little is discussed concerning the stereotypes and biases of both men and women that interfere with the more basic issues of types and levels of positions women hold in organizations, their level of compensation and quality of their work life. Organizational practices consistent with the needs and expectations of women require organizational change which is dependent upon stereotypes and myths being explored then altered.
The central aim of this study is to explore gender differences in workplace authority as a valued attribute of organizational achievement, and to explain these differences by individual, interpersonal. For male and female workers with equal hierarchical positions, are there differences in exercising authority? If there are gender differences in exercising authority, how and to what extent can these differences be explained by individual, interpersonal, and organizational processes across the hierarchical? If there are gender differences in the availability and/or mobilization of resources that inhere in the social structure of interpersonal relations, what mechanism(s) account for these differences?
Organizations have always been geared to the white male and these habits are hard to break.
To accomplish goals of the agency, all employees must work together. Managers.......
