Handbook of Research on Managing Managers
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Handbook of Research on Managing Managers

Edited by Adrian Wilkinson, Keith Townsend and Gabriele Suder

This book explores the changing role of managers in the workplace. In recent years, there has been considerable debate on the future of management, with both pessimistic and optimistic views being put forward. However, in the wake of delayering, downsizing, re-engineering and the pursuit of leanness, the more gloomy perspective has gained currency, especially in the popular managerial literature, and some have pronounced the end of management altogether. Some paint a more optimistic picture of managers and managers’ work with roles being transformed rather than replaced and the new organisational context providing more demanding work but greater autonomy and increased skill development. With contributions from experts in the field, this book is concerned with the way organisations manage their managers and how this continues to evolve with reference to global issues.
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Chapter 16: Women in management

Robin Kramar


This chapter explores the role of women in management over time and issues associated with the employment of women in managerial and executive positions in the developed and developing world. It examines some of the theoretical approaches that have been used to explain the situation. It also explores some aspects of organisational, individual and institutional context that influence this broad area and considers possible future dimensions. Women are typically underrepresented in managerial positions despite the increase in their educational attainment and their labour market participation rates (Gerecke, 2013). The term ‘manager’ covers a very wide range of positions, with different levels of power and status. Manager and management are not synonymous. Management is a complex concept that can be considered on three levels. It refers to a process of organising and regulating activities in a variety of contexts. On another level it refers to the professional administration of business, not-for-profit, public and other organisations. On a third level it can refer to the collective of people who run the organisation, such as the board of directors, executives, the management team and people who are responsible for work groups and who report to higher levels of management. The term ‘managers’ refers to people operating on this third level.

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