Organizational change & gender equity: international perspectives on fathers and mothers at the workplace

2000 ◽  
Vol 37 (08) ◽  
pp. 37-4589-37-4589
Keyword(s):  
Organizational Change ◽  
Gender Equity ◽  
International Perspectives

scholarly journals Gender Segregation and Trajectories of Organizational Change: The Underrepresentation of Women in Sports Leadership

2019 ◽  
Vol 34 (1) ◽  
pp. 81-105 ◽  
Author(s):  
Madeleine Pape
Keyword(s):  
Organizational Change ◽  
Women Leaders ◽  
Gender Equity ◽  
Gender Segregation ◽  
Leadership Positions ◽  
Women's Bodies ◽  
Sports Organizations ◽  
Underrepresentation Of Women ◽  
Integrated Leadership ◽  
Gender Similarity

This article offers an account of organizational change to explain why women leaders are underrepresented compared to women athletes in many sports organizations. I distinguish between accommodation and transformation as forms of change: the former includes women without challenging binary constructions of gender, the latter transforms an organization’s gendered logic. Through a case study of the International Olympic Committee from 1967-1995, I trace how the organization came to define gender equity primarily in terms of accommodating women’s segregated athletic participation. Key to this was the construction of women’s bodies as athletically able but inferior to men, an arrangement formalized in codified rules and procedures and legitimized by external stakeholders. Defined in these terms, gender equity did little to transform the organization’s binary and hierarchically gendered logic, which continued to shape the informal norms and procedures associated with the organization’s allegedly gender-neutral and meritocratic yet male-dominated leadership. I argue that the exclusion of women from ostensibly gender-integrated leadership positions allows organizations to avoid revealing gender similarity between men and women. This maintains a logic underpinned by notions of binary gender difference and masculine superiority.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

Leadership and Organizational Change

2000 ◽  
Vol 45 (6) ◽  
pp. 600-601
Author(s):  
Ronald E. Riggio
Keyword(s):  
Organizational Change ◽  
Leadership And Organizational Change
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