Network analysis is a fundamental approach to the study of social structure. This chapter traces its development, distinguishing characteristics, and analytic principles. It emphasizes the intellectual unity of three research traditions: the anthropological concept of the social network, the sociological conception of social structure as social network, and structural explanations of political processes. Network analysts criticize the normative, categorical, dyadic, and bounded-group emphases prevalent in many sociological analyses. They claim that the most direct way to study a social system is (...) to analyze the pattern of ties linking its members. By analyzing complex hierarchical structures of asymmetric ties, they study power, stratification, and structural change. (shrink)

In spite of feminist recognition that hierarchical organizations are an important location of male dominance, most feminists writing about organizations assume that organizational structure is gender neutral. This article argues that organizational structure is not gender neutral; on the contrary, assumptions about gender underlie the documents and contracts used to construct organizations and to provide the commonsense ground for theorizing about them. Their gendered nature is partly masked through obscuring the embodied nature of work.jobs and hierarchies, common concepts in organizational (...) thinking, assume a disembodies and universal worker. This worker is actually a man; men's bodies, sexuality, and relationships to procreation and paid work are subsumed in the image of the worker. Images of men's bodies and masculinity pervade organizational processes, marginalizing women and contributing to the maintenance of gender segregation in organizations. The positing of gender-neutral and disembodied organizational structures and work relations is part of the larger strategy of control in industrial capitalist societies, which, at least partly, are built upon a deeply embedded substructure of gender difference. (shrink)

This study investigates whether and how sex and race affect access to and rewards for job authority, using 1980 survey data for 1,216 employed workers. The authors examine whether, net of human-capital characteristics, sex and race affect access to and compensation for job authority. In addition, the authors examine whether the translation of credentials into authority and earnings varies depending on workers' sex or race.

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)

Using a unique data set, the author investigates gender segregation in voluntary organizations. Results indicate that women are more likely than men to belong to gender-segregated groups and women's groups primarily restrict members to contact with persons of the same age, education, and marital and work status. The article ends with a discussion of how segregated voluntary associations help perpetuate a social world that is substantially ordered by gender.

Women in corporate-government affairs are involved in work networks at all levels; yet, there are significant differences in the character of ties by gender. This article challenges claims that women's work connections are not instrumental, and hence not powerful, relative to men's. The author argues that, although limited, women are in key positions to influence business-government relations and their own situations.