Disappearing Acts : Gender, Power, and Relational Practice at Work. Questo articolo non è disponibile.
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Lingua: inglese
Editore: MIT Press, 1999
- Rilegato
- Usato
Da: Better World Books Ltd, Dunfermline, Regno UnitoBetter World Books Ltd
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Venditore AbeBooks dal 13 ottobre 2008
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Descrizione dell’articolo da parte del venditore
Former library copy. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.
Codice articolo 360885-75
- Titolo
- Disappearing Acts : Gender, Power, and Relational Practice at Work
- Autore
- Fletcher, Joyce K.
- Editore
- MIT Press
- Anno di pubblicazione
- 1999
- Condizione
- Good
- Rilegatura
- Rilegato
- Lingua
- inglese
- ISBN 10
- 0262062054
- ISBN 13
- 9780262062053
- Peso dell'articolo
- 1,036 libbre
- Dimensioni
- N/A
Chosen as a finalist in the George R. Terry Book Award presented by the Academy of Management for outstanding contribution to the advancement of management knowledge.
With its move from hierarchical to team-based structures and its dismantling of functional barriers, the organization of the future is touted as a radical departure from traditional models. The worker of the future, we are told, must be a collaborative team player, able to give and receive help, empower others, and operate in a world of interdependence. This new worker needs relational skills and emotional intelligencethe ability to work effectively with others and understand the emotional context in which work takes place. Paradoxically, the very skills that give organizations a competitive advantage may be precisely those that prevent individual employeesespecially womenfrom advancing.
In this book Joyce K. Fletcher presents a study of female design engineers that has profound implications for attempts to change organizational culture. Her research shows that emotional intelligence and relational behavior often "get disappeared" in practice, not because they are ineffective but because they are associated with the feminine or softer side of work. Even when they are in line with stated goals, these behaviors are viewed as inappropriate to the workplace because they collide with powerful, gender-linked images of good workers and successful organizations. Fletcher describes how this collision of gender and power "disappears" the very behavior that organizations say they need and undermines the possibility of radical change. She shows why the "female advantage" does not seem to be advantaging females or organizations. Finally, she suggests ways that individuals and organizations can make visible the invisible workand peoplecritical to organizational competence and transformation.
With its move from hierarchical to team-based structures and its dismantling of functional barriers, the organization of the future is touted as a radical departure from traditional models. The worker of the future, we are told, must be a collaborative team player, able to give and receive help, empower others, and operate in a world of interdependence. This new worker needs relational skills and emotional intelligencethe ability to work effectively with others and understand the emotional context in which work takes place. Paradoxically, the very skills that give organizations a competitive advantage may be precisely those that prevent individual employeesespecially womenfrom advancing.
In this book Joyce K. Fletcher presents a study of female design engineers that has profound implications for attempts to change organizational culture. Her research shows that emotional intelligence and relational behavior often "get disappeared" in practice, not because they are ineffective but because they are associated with the feminine or softer side of work. Even when they are in line with stated goals, these behaviors are viewed as inappropriate to the workplace because they collide with powerful, gender-linked images of good workers and successful organizations. Fletcher describes how this collision of gender and power "disappears" the very behavior that organizations say they need and undermines the possibility of radical change. She shows why the "female advantage" does not seem to be advantaging females or organizations. Finally, she suggests ways that individuals and organizations can make visible the invisible workand peoplecritical to organizational competence and transformation.
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Book by Fletcher Joyce K
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