Self-managing teams have been predicted to break down organizational hierarchies and sex-segregated functional divisions. Based on participant observation and interviews with 39 men and women in service-oriented self-managing teams, the authors found that the metaphor of family emerged in interviews as a popular way to describe teams' interaction and social relations. The ways that team members used the family metaphor revealed that women were often perceived in familial roles that the authors argue encourage emotional labor. Although relational tasks may not (...) directly reproduce traditional gender power relations in teams, women can face difficulties taking on more instrumental team tasks. The authors propose that the persistence of family metaphors sustains the organizational gender categorization that self-managing teams as work-based, cross-functional groups were supposed to help eliminate. To the extent that this is the case, it suggests the importance of exploring the gendered organizational cultures that exist alongside structural arrangements. (shrink)

Considerable attention has been paid recently to the gendering of organizations and occupations. Unfortunately, the gendered-organizations approach remains theoretically and empirically underdeveloped, as there have as yet been few clear answers to the question central to the perspective: What does it really mean to say that an organization itself, or a policy, practice, or slot in the hierarchy, is “gendered”? Reviewing literature in the gendered-organizations tradition, the author discusses three of the most common ways the perspective has been applied and (...) argues that all of these definitions pose potential problems for the project of meaningful social and organizational change. The article concludes with some suggestions about how a more useful conception of the gendered organization might be built. (shrink)

In this article, the author addresses two feminist issues: first, how to conceptualize intersectionality, the mutual reproduction of class, gender, and racial relations of inequality, and second, how to identify barriers to creating equality in work organizations. She develops one answer to both issues, suggesting the idea of “inequality regimes” as an analytic approach to understanding the creation of inequalities in work organizations. Inequality regimes are the interlocked practices and processes that result in continuing inequalities in all work organizations. Work (...) organizations are critical locations for the investigation of the continuous creation of complex inequalities because much societal inequality originates in such organizations. Work organizations are also the target for many attempts to alter patterns of inequality: The study of change efforts and the oppositions they engender are often opportunities to observe frequently invisible aspects of the reproduction of inequalities. The concept of inequality regimes may be useful in analyzing organizational change projects to better understand why these projects so often fail and why they succeed when this occurs. (shrink)