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5 pages/≈1375 words
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Harvard
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Literature & Language
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English (U.K.)
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Topic:

An analysis of gender and divisional management styles in a Large airline (Essay Sample)

Instructions:
can you please do a "critical analysis" for this topic (Any Difference? An analysis of gender and divisional management styles in a large airline )i You must avoid opinion; do provide logical, considered reasons for your analysis of the paper's approach to its subject, assertions and conclusions. Identify the key ideas and concepts being put forward by the author. Rigorously consider the relevance, validity, consistency and logic of the evidence provided by the author to justify his/her ideas or to support the conclusions reached. Discuss any identifiable bias or motive that may have coloured the author's approach or influenced the formulation of the conclusions. the attachments: 1- the paper for analysing which is (Any Difference? An analysis of gender and divisional management styles in a large airline) 2- An example just for more clarification( Example.doc) source..
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Any Difference? An analysis of gender and divisional management styles in a
Large airline.
Introduction
There has been extensive research in organizational culture and the role that organizational culture plays in supporting the employment of women in organizations. In the article "Any Difference? An analysis of gender and divisional management styles in a
large airline”, Rutherford argues that in many instances, the culture of an organization may act as an impediment towards the progression of women in the career ladder. The culture of an organization defines the manner in which business processes are conducted and how business procedures are run. Individuals hold the opinion that the style of management and leadership that an organization adopts determines the procedures that are followed in running business processes and ethics that are upheld. The author acknowledges that women management has received little concern over the past but women leadership is a field that is gaining interest for study (Rutherford, 2001, P.3). Rutherford gives an analytical review on studies that have been carried out in companies where employees are characterized by women dominance reveal that the managerial style adopted in the enterprise is purely dependent on the underlying company`s restrictions rather than on the personal characteristics of the manager. The author presents a study conducted in five departments of a big airline company aimed at identifying the relationship between gender leadership and the management style. The essence of this research was to look into the question if gender plays a role in organizations` culture and if the managerial process adopted by women hinders their development in any manner. The author argues that it is the role of the enterprise categorization of processes that determined the manner of administration adopted.
Management as masculine
Management can be categorized on the basis of gender to define either sex. However, this classification may present some form of bias since some men may demonstrate women traits and vice versa and this classification may be rendered as unreliable. A major characteristic of a masculine managerial strategy is the use of command and control whereas women leadership is characterized by a communicative and gentle approach with emphasis skills. The managerial role has been closely linked to males who have ability to exercise power and control. With the new view of management as a vocation, management cannot be regarded as being centered on a single individual. Webber identifies management as being characterized by dominance of a ruler who exerts control over subjects, a trait that had been borrowed from the leadership of families. Management has over the past been viewed as masculine but the new management rationale eliminates subjectivity in management.
Management can be attributed to a science and since women contrast science, management is associated with masculinity. The author holds the opinion that the male population exercising their needs by exerting authority to gain power influence and achieve material rewards. The structure of organizations is formulated in such a manner that male power is propagated and masculinity is the work place is highly practiced regardless of the status of the job position (Rutherford, 2001, P.8). . Proponents of dominance of males in leadership positions argue that consequently that an individual`s ability to execute a task is depended on the masculinity of the individual who executes it. The author argues that critique is unreliable given the increasing number of women who are taking up leadership positions in firms. Management is no longer about power and control but about the ability to influen...
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