A framework for understanding dysempowerment in organizations

Article Abstract:

Dysempowerment is a concept that refers to the process through which a work event or situation is perceived by individuals to be offensive to their dignity, thereby showing lack of respect and consideration. The result of dysempowerment is a series of responses that can undermine the insulted parties' work attitudes and behavior. Dysempowerment is not the opposite of empowerment and can actually co-exist with it. It also is not synonymous with disempowerment, powerlessness or learned helplessness. A set of hypothesis posits that the impact of dysempowerment depends on the polluting event, the expectations and norms of the recipient, and the vicarious effects. A typology describing connections between collective dysempowerment and empowerment in different organizational climates was developed. This typology demonstrated that dysempowerment can co-exist with psychological empowerment.

Employee motivation, Participatory management, Dignity, Human dignity

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Changes in perception and behavior in mixed gender teams

Article Abstract:

Conflict and leadership in the context of female and male work task teams of differing compositions are compared for groups formed in the late 1960s-early 1970s and the mid-1980s. Four-person teams consisted of students from US graduate schools of management, with 420 of the 688 participants in the time period 1969-1975, and the remaining 268 in 1980-1984. Resulting data indicates that there has been a significant increase in female leadership in mixed-gender circumstances, a decline in conflict on predominantly female teams, and strong improvement in the ability of young males to work cooperatively with women on analytical tasks.

Human resource management, Work groups, Teamwork (Workplace), Sex roles, Leadership, Industrial sociology, Sex role in the work environment

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Women in management: progress and promise

Article Abstract:

The perceived problems associated with women's ongoing struggle for executive and managerial rights are examined. These issues are considered with the goal of assessing what corporate entities might do to promote durable changes in the ways women and men relate. Suggestions are offered for related workplace transformations. Exemplary issues explored include: career-family conflicts, women and organizations, the law of supply and demand, the association between motivation and equity, and several cultural 'blinders'.

Labor supply, Labor force, Women executives

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