دانلود رایگان مقاله تفاوت در پیش شرط های سازمانی برای مدیران در خدمات شهری جنسیتی

Abstract

In contrast to much research concerned with differences in male and female managers’ leadership strategies, this study focuses on how organizational arrangements vary for managers in differently genderized contexts; it explores the opportunities for frontline managers in municipal services to fulfil their assignment. The organisational preconditions for over 400 managers of municipal health and social care, education and technical services are analysed in a cross-level and comparative research design. The results indicate that managers of feminized care services work in an environment with fewer resources, less organisational support and larger spans of control, than managers in masculinized municipal services. These results shed light on meso-level mechanisms involved in the unequal distribution of health risks among men and women in working life.

7. Discussion Care work is typically a feminized activity. Over time, teaching has become more a gender-integrated profession, while production and maintenance work are traditional masculinized activities. In this study we found significant differences in 13 out of the 15 task context variables, and in four out of the five social context variables that we examined. These variables are all measures of preconditions that enable and constrain managers to do their job. If managers are to be effective and appreciated leaders, they need to hold positions that grant access to power and resources. The results from Table 2 show that in nine out of ten times where significant differences between the groups occur, the group of technical managers had more beneficial conditions than at least one of the other groups, usually the group of managers who are involved in caring for disabled people, who in turn are rated last in eight out of ten significant comparisons. Even though the effect size of each comparison is quite small (with Eta squared ranging from 0.02 to 0.11), the total effect of all of these variables on the managers’ work situation may be considerable. When the organizational conditions are bundled together (cf. Rousseau & Fried, 2001), a pattern of unequal conditions appears, a pattern that we would not have looked for if we were not guided by gender theory. It is more difficult to make clear conclusions from Table 3. It is challenging to quantitatively grasp for example the quality of communication in management groups. However, the same pattern of disfavored care managers can be observed here, while a larger proportion of technical managers have fewer subordinates, full time administrative support, a clearer picture of their work tasks and opportunities to meet with managers across organizational levels. It could be argued that jobholders which have human beings as work objects would benefit from a situation where managers have enough time and engagement to provide frequent feed-back on complex work issues. However, such a situation is more likely to occur in technical services, where the general work conditions for managers appear to be more beneficial for a ‘close’ leadership. It is plausible that if managers have a strained work situation with little time for each employee, it will have negative effects on the work environment. Although this study does not empirically investigate employee outcomes, the findings can help to explain why working conditions and occupational health is particularly troublesome in female dominated human services (Härenstam & The MOA Research Group, 2005; SSIA, 2014; SWEA, 2014a,b).