Edited by Adrian Wilkinson, Keith Townsend and Gabriele Suder
Chapter 16: Women in management
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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