Managing Lives: Corporate Women and Social Change

By Sue Freeman Joan Mendelson | Go to book overview

4 Managing

Not all of the women held managerial positions at the time of their interviews. Some suspected that they were slated to become managers, given their history and current position in the company and the fact that they had been chosen to attend the management program. Others occupied positions that carried managerial-level responsibilities, but they did not yet have the title. Many were managers and expected to move even higher within the organization.

Beginning work without a notion of career and in nonbusiness settings, the majority of women here did undergo a reorientation of their sights in the course of their work experience. We have seen jobs evolving into career pursuits, as corporate exposure taught women not only about business but also about themselves. In this chapter, their transition to manager is traced by looking at how they develop in relation to others' and their own managerial styles. As they tell us what they made of various experiences with their own managers we see their psychological development shaping the kind of managers that they become. We begin with managers with clerical roots because they represent the prototypic experience of current social change for women.


Becoming a Manager

We have seen how these women's abilities and inclinations for work have precipitated their opportunities. Even those who began in clerical

-70-

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Managing Lives: Corporate Women and Social Change
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Acknowledgments ix
  • Introduction 3
  • I - PROFESSIONAL DEVELOPMENT 17
  • 1 - Work 19
  • 2 - Career Planning 34
  • 3 - Mobility 54
  • 4 - Managing 70
  • II - Confidence 95
  • 5 - Self 97
  • 6 - Family 122
  • 7 - Marriage and Children 140
  • III - CONNECTIONS AND CONTEXT 171
  • 8 - Relation between the Personal and the Professional 173
  • 9 - Females in Male Organizations 191
  • 10 - The Context of Opportunity 217
  • Appendix 229
  • Notes 235
  • Index 257
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