Use this URL to cite or link to this record in EThOS:
Title: Organisational cultures, patriarchal closure and women managers : in what ways do organisational cultures act as a means of patriarchal closure to exclude and/or marginalise women managers?.
Author: Rutherford, Sarah Jane.
Awarding Body: University of Bristol
Current Institution: University of Bristol
Date of Award: 1999
Availability of Full Text:
Access through EThOS:
This research investigates the gendered aspects of organisational culture. Empirical studies of two organisations, both with distinctive divisional cultures were undertaken. Employing and extending the Weberian concept of social closure, I ask whether, and to what extent, different organisational cultures act as means of social closure to exclude and/or marginalise women managers. I design a research typology for studying gender and culture, consisting of gender awareness, management style, time management, public/private divide, informal socialising, and sexuality. I draw on several different theories of power to explain hierarchical gender relations in organisations. I found that a Weberian concept of legal rational authority is still relevant to organisational life, particularly leadership. The concept of discourse, as meaning what may be said at any one time, proved useful, particularly in illuminating the public/private divide. I argue that a concept of patriarchy is still vital for a feminist analysis of organisations and Gramsci's concept of hegemony helps explain why women are seemingly complicit in their own oppression. The research highlights the importance of an adequate definition of orgnisational culture in order to identify its exclusionary characteristics. Different constituents of culture may act to exclude women in different ways and in different areas, even where a strong equal opportunities policy exists. Key findings include the prevalence of sexual harassment even at senior levels and in'feminised' areas of work; the positive impact of a nonheterosexual culture on gender relations, and the importance of business demands on management style. At senior levels, long hours, informal socialising, management style, and the acceptance of a public/private divide act in combination or separately to marginalise and exclude women. Whilst women managers fare better in an equal opportunities organisation, men's resistance to women in organisations becomes more subtle as overt discrimination is outlawed.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: Exclusion Management Sociology Human services