Suchergebnisse

Explores the implications for gender equality of a decentralized organizational structure in which the key element is devolved responsibility to line managers. Asks whether this is an opportunity to integrate the importance of equality and the valuing of gender differences into organizational cultures or does it represent perfect conditions for opting out of addressing gender issues at work. A public sector organization is used as a case study and proposes a model for devolvement of gender management and suggests strategies ‐ training communication, review of processes.

Highlights the recent growth in the concept of managing diversity as an alternative to equal opportunities, and considers whether the difference between them is simply one of semantics or of material substance. Assesses the nature of these differences and considers their impact on organizations and their relationship to each other. Explores issues through case studies of two comprehensive schools whose structure is typical of many public sector organizations. Presents findings on the conditions and culture in which women's management careers are successfully progressed in the public sector and the extent to which these reflect equal opportunities or managing diversity approaches to the issue of gender. Concludes by assessing the implications of findings for strategy and policy in the field.

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.