000			02813nam a22002777a 4500
003			OSt
005			20250228013002.0
008			250228b |||||||| |||| 00| 0 eng d
020			_a0-7546-3840-5
040			_cFoundation University
082			_a650.014 _bG32 2006
100			_aBarrett, Mary. _910136
245			_aGender and Communication at Work _cMarry Barrett and Marilyn J. Davidson
260			_aEngland : _bAshgate Pub. ; _c2006.
300			_axviii, 283 pages : _bill. ; _c23 cm.
490			_3Gender and organizational theory series.
504			_aIncludes bibliographical references and appendices.
520			_aIntroduction The last three to four decades have seen a rapid increase in numbers of womenin the workplace worldwide,with more women also entering managerial ranks.However, despite legislation in many countries aimed at furthering women'scapacities to move to the top of their organizations,the phenomenon of the 'glassceiling' persists (Davidson and Burke, 2004; Ryan and Haslam,2005). Publicpolicy documents,academic research and popular books advocating goverment,industry and organization-level policy initiatives to facilitate women's advancementcontinue to be published.So-called 'business case' arguments,that is, argumentsto the effect that organizations that fail to acknowledge and use the skills of allmembers of their workforce will find themselves at a competitive disadvantage,seem to have had much less effect than similar arguments for other kinds of businessand organizational change.Nevertheless,over the past decade or so,there has beena shift from equal opportunities(EO) initiatives aimed at reducing discrimination inorganizations to the phenomenon of managing diversity in the workplace (Cassell,1997; Liff and Wajcman, 1996). Failure of 1980s policies and practices was oftenlinked to degrees of 'backlash' and resistance from majority groups (often whitemales) who felt excluded and the unrealistic expectations placed on employees ofdifferent gender and backgrounds (Davidson and Burke, 2000). Conversely, theconcept of managing diversity both values and harnesses the talents of individualdifferences.These differences,in turn, transform the varying sets of skills that everyemployee possesses into a business advantage.According to Davidson and Fielden(2003: xxii):
650			_2LC _aManagement
650			_2LC _a1.Communication in organizations--sex differences. 2.Communication in management--Sex differences. _910137
690			_2FU _aGender and Communication at work _910138
690			_2FU _aGendered Performance and Communication in the Employment Interview _910139
690			_2FU _aLinkages and Violations _910140
690			_2FU _aCommunicating to Get Things Done _910141
942			_2ddc _cBK _h650.014 _iG32 2006 _n0
999			_c4163 _d4163