Management, Gender, And Race in the 21st

Management, Gender, and Race in the 21st Century summarizes the experiences of specific racial and ethnic minorities and women in leadership positions in U.S. organizations since World War II, with emphasis on the past 10 years. This comprehensive study explores new leadership styles, changes in organizational structure aimed at empowering previously disenfranchised groups, and the increasing prevalent role of women in major corporations.

Margaret Foegen Karsten is Professor of Business and Accounting and Coordinator of the Print Distance Program in Business Administration at the University of Wisconsin-Platteville

Figures and Tables

xi

Acknowledgements

xiii

1 Race, Gender, Class, and Management: An Introduction

1

(15)

Management and Leadership

4

(2)

Evolution of Leadership and Contemporary Approaches

6

(4)

Feminism and Management

10

(1)

Organic and Mechanistic Structures and Proposed Feminist Organization

11

(5)

2 Women and Racial and Ethnic Minorities in Management: Overcoming Challenges

16

(38)

Overview of Post World War II Progress of Women and Minorities in Management

17

(7)

Progress of Women and Minorities in Top Management

24

(3)

Women and Minorities on Corporate Boards

27

(1)

Challenges to Aspiring Top Executive Women

27

(9)

Challenges to Women of Color Who Wish to Be Top Managers

36

(4)

Characteristics of Executive Women of Various Races and Ethnicities

40

(3)

Factors that Help Managerial Women and Minorities at the Top: Organizational Actions

43

(1)

Organizational Actions to Achieve Top Positions

44

(4)

Actions Individuals can Take to Achieve Top Positions

48

(6)

3 Equal Employment Opportunity and Harassment by Margaret Foegen Karsten and Frank P. Igou

54

(37)

Importance of an Understanding of EEO Laws

55

(1)

Equal Pay Act

55

(1)

Comparable Worth and Pay Equity: Explanation and Pros and Cons

56

(2)

Possible Explanations for Pay Disparities Based on Gender, Race, and Ethnicity

58

(1)

State and Proposed Federal Pay Equity Legislation: Present and Future

59

(1)

Discrimination: A Definition

60

(1)

Title VII of the Civil Rights Act of 1964

60

(8)

Sexual Harassment: Historical Examples, Evolution, Pervasiveness, and Complaints

68

(2)

Illegal Harassment: Definition and Nature of the Problem

70

(2)

First U.S. Supreme Court Case Dealing with Sexual Harassment: Meritor v. Vinson

72

(1)

Employer Liability: Faragher and Ellerth

72

(2)

Third Party Sexual Harassment and Paramour Preference

74

(1)

Costs of Sexual Harassment

75

(1)

Sexual Harassment Prevention: Actions of Organizations and Individuals

75

(2)

When Workplace Romance Sours: The Link to Sexual Harassment

77

(1)

Sex-Based, Transgender, and Racial Hostile Environment Harassment

78

(1)

Pregnancy Discrimination Act of 1978

79

(1)

Civil Rights Act of 1991

80

(1)

Proposed Federal Legislation to Ban Discrimination Based on Sexual Orientation

81

(1)

Executive Order 11246 and Affirmative Action

82

(4)

EEO Incidents

86

(5)

4 Diversity Management: From Melting Pot to Mosaic

91

(30)

Diversity Management: Definitions

92

(4)

Reasons for Diversity Management

96

(4)

Potential Benefits

100

(2)

Potential Drawbacks

102

(2)

Context-Dependent Results of Diversity Management

104

(1)

Diversity Management Theories and Models

104

(3)

Phases of Diversity Management Initiatives

107

(6)

Case Study: Alma Reynoso and Lyndall Imports by Consuelo S. Fernandez

113

(8)

5 Stereotyping and its Impact on Perceptions of Leadership

121

(32)

Stereotype: A Definition

122

(1)

Why are Stereotypes Used?

122

(1)

Stereotyping Research: Emphasis on Dominant Group

122

(1)

Features of Stereotypes

123

(3)

Selected Stereotypes Based on Race and Ethnicity

126

(7)

Gender Stereotypes

133

(2)

Real Gender Differences or Stereotypes: The Role of Social Context

135

(3)

Why Does the Stereotypical Notion Associating Management with Masculinity Persist?

138

(6)

Negative Consequences of Stereotyping on Individuals and Organizations

144

(1)

Elimination of Stereotypes

145

(1)

Reducing Harmful Influence of Stereotyping: Organizational Response

146

(7)

6 Gender and Race-Based Socialization Processes by Joan E. Riedle

153

(29)

Socialization Processes: An Overview

154

(2)

Gender-Based Socialization Processes

156

(8)

Contextual Factors

164

(2)

The Meaning of "Difference"

166

(2)

Gender Role Socialization and Work

168

(4)

Racial Socialization Processes

172

(2)

Media as Socializing Agents

174

(2)

Discrimination, Socialization, and Power

176

(6)

7 Power, Politics, Assertiveness, and Tokenism

182

(35)

Power, Influence, and Power Sources

183

(2)

Finite or Infinite Power and Organizational Structure

185

(1)

Politics and Influence in Organizations

186

(4)

Assertive Communication

190

(4)

The Scripting Technique

194

(2)

Assertive Behavior: The Consequences

196

(1)

Situations in Which Assertive Behavior Should Be Used

196

(1)

Power and Communication

197

(1)

Powerful Spoken, Written, and Nonverbal Communication

198

(3)

Tokenism

201

(5)

Bureaucratic Powerlessness

206

(1)

Empowerment

207

(10)

8 Career Planning: A Model for a Diverse Workforce

217

(21)

Definitions and Early Career Models

218

(1)

A Need for a New Career Model for a Diverse Workforce

219

(1)

Impact of Environmental and Personal Factors on Career Preparation and Entry

220

(4)

Career Preparation: Enhancing Self-Knowledge

224

(3)

Career Preparation: Gathering Occupational Information

227

(2)

Career Entry and Progress

229

(5)

Reassessment and Career Change

234

(4)

9 Mentoring and Networking Processes

238

(34)

The Mentoring Process: An Introduction

239

(1)

Types of Mentoring

240

(1)

Obtaining a Mentor

240

(2)

Mentoring Functions by Gender and Race

242

(1)

Who are Mentors and Proteges?

242

(6)

Other Diverse Mentoring Relationships

248

(1)

Phases in Mentoring Relationships

249

(1)

Pros and Cons of Mentoring to Proteges and Mentors

250

(1)

Outcomes of Mentoring

251

(1)

Multiple Mentors

251

(1)

Negative Mentoring

252

(1)

Alternatives to One-to-One, Face-to-Face Mentoring

253

(2)

Why is Networking Important?

255

(2)

Differences in Informal Networks and Their Benefits by Gender and Race

257

(2)

Cultural Differences and Informal Networking

259

(1)

Networking in Practice: Misconceptions

260

(2)

Primer on Networking Mechanics and Suggestions for Individuals

262

(2)

Improving Networking Effectiveness for Women and Minorities: Recommendations for Organizations

264

(2)

Networking Incidents

266

(6)

10 Work/Life Integration

272

(45)

Work and Personal Life: Synopsis of Organizational Concern

273

(1)

Reasons for the Growth of Work Life Initiatives

274

(2)

Gender and Responsibility for Domestic and Child Care Duties

276

(2)

Work/Family Balance vs. Work/Life Integration

278

(1)

Work/Life Integration: Experiences of Racial and Ethnic Minorities

279

(6)

Work/Life Integration: Categorization of Benefits

285

(13)

Contextual Factors Affecting Outcomes of Work Life Initiatives

298

(2)

Implementation of Work Life Initiatives

300

(1)

Positive Consequences of Work Life Initiatives to Employers

301

(4)

Remaining Employer Concerns about Work Life Initiatives

305

(2)

Case Study: Trouble at TMC? by Mark S. Hamel

307

(10)

11 Stress and Managerial Women and Minorities

317

(40)

Cost and Prevalence of Workplace Stress

318

(1)

Stress: A Definition

318

(1)

A Generic Stress Model

319

(1)

Stressors

320

(8)

Work Life Interface

328

(4)

Moderating Factors

332

(6)

Consequences of Stress

338

(3)

Coping Mechanisms

341

(5)

Organizational Coping: Stress Management Interventions

346

(11)

Index

357

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Management, Gender, And Race in the 21st Century

Summary

Author Biography

Table of Contents

Supplemental Materials