什么样的经营环境要求增加管理队伍中的女性? 男性管理者与女性管理者之间有什么区别? 管理实践中对女性存在着什么样的偏见? 公司为了发展管理对伍中的女性需要做什么? 本书对上述问题及其他有关问题作了清楚而确切的解释。对于那些接受短期培训的管理者、MBA，以及想迅速了解这一问题核心内容的教师和学生来说，都不失为极具价值的参考书。它还可以作为管理人员的藏书，以及那些有抱负的管理人员完善自己知识和技能的参考资料。

前   言
     Preface
     Organisations need talented women in their core jobs, therefore,
     not only for reasons of social faimess, important though that is,
     but because many of those women will have the kinds of attitudes
     and attributes that the new nat fiexible organisations need. If they
     screen out the women they will handicap their futures.
     Charles Handy1
     Why is there a need for such a book? Consider the following five illustrations.
    l. Britains top woman surveyor, Mary Dent, went into the profession because she read on the back of a Quaker Oats packet, Why not let your daughter become a surveyor?2 she is Executive Director of Planning and Conservation with the Royal Borough of Kensington and Chelsea. In 1992 she was elected President of one of the divisions of the Royal Institute of Chartered Surveyors.
     Today women make up 17 per cent of the student membership of the Royal Institute of Chartered Surveyors but only 5.6 per cent of associates and fellows. Of student chartered accountants 37.1 per cenk are women, but women form only 14.3 per cent of qualified members of the Institute of Chartered Accountants.
    2. Hilary Heilbron QC is one of only 41 women QCs of a total of 760 QCs. She is chairman of the Bar Councils Sex Discimination Commitke which produced a watershed report on sex discrimination at the Bar in 1992, commissioned by the Bar Council and the Lord Chancellos Department. The report concluded that there is substantial evidenee
     of early and continuing unequal treatment between the sexes at many levels of the profession.
     Women now account for 20 per cent of independent banisters. In 1991. 42 per cent of those called to the Bar were women. yet at judicial level atere are no Lords of Appeal in Ordinary, one woman Lord Justice of Appeal of 27, 3 women High Court Judges of 83 and only 19 women cirmit judges of 421.
     3. Alison Halford, who became the first woman Assistant Chief Constable after 20 years of service, abanadoned sex disaimination allegations against tte Police Force and retired at 52. Her 40-day acrimonious court case was financially backed by the Equal Opportunities Commission, msting f 1.2 million. Of the 86 posts of Chief Constable and Deputy Chief in England and Wales none is held by a woman.
     4. Abigail Kirby-Haois, a former Army Captain, has filed a claim against dle Army for f5OO.000 damages because she was dismissed from her Officers post for becoming pregnant. The Ministry of Defence has already paid out f30 miUion in compensation to ex-servicewomen discharged while pregnant.
     5. The Anhur Andetson Corporate Register, which surveyed all 20 000 public-company directors in Britain in 1994. found that despite a quarter of a century of equal opportunities, there were only 234 women directors. holding between them 113 xecutive directorships and 155 non-executive posts
     The year I was born - 1948 - was the first year that women were permitted to attend Oxford University. But such progress - late in coming in the academic world as it was - has not been matched in the management world. Women were not allowed into the Stock Exchange, for example, antil as late at the 1970s. Too rough, my friend, explained one pinstriped man, interviewed at dTe time, saying that there was too much shoving and pushing on the aoor of the Stock Exchange and that the fair and fragile
    sex would be trampled underfoot
     Kate Saunders. a journalist, writes about Opportunity 2000 three years
    after i

     Contents     1. European women in management I     Part-time work 3     Women ih management 3     Equal pay 5     Qualifications and age 6     Maniage and children 7     Parental benefits 9     Child-care 10     Equal oppoortunities and legislation 11     Initiatives to increase the number of women managers 12     Opportunity 2000 13     Eastern European women in management 14     References 18     2. Sex differences 20     Researeh problems and issues 20     Physical abilities 24     Cognitive abilities 24     Leadership styles 32     Conclusion 33     Notes and References 33     3. Work and the family 35     Housework, roles and satisfaction 36     Work-family relationships 38     Help from external sources 42     Codclusion 44 .     References 45     4. Women in management: power and     powerlessness 47     Defining power 48     Personal power 49     Interpersonal power 50     Organisational power 53     Women in management 54     Conclasion 56     Notes and References 56     5. Managers and secretaries 59     Growth of white collar work 60     Secretaries today 63     Secretarial issues 66     The future of the secretarial role 70     Conclusion 72     Notes and References 72     6. Training, mentoring and networking 74     Training and dｅvelopment 74     The argument for women-only training 75     The design of women in management programmes 79     Mentors and proteges 82     Who should merttor whom? 87     Networking 88     Notes and References 90     7. Leadership and assessment 92     Barriers to equality 92     Why focus on assessment? 93     The process of assessment 93     The judgements of assessors 103     Sex and appraisal 105     Cender and career promotion 106     Conclusion 107      References 107     8. Strategies for change - company cases 11O   　Rank Xerox - removing sbereotypes 111     Barclays 8ank - flexible work for the caring majority 114     BT - developing women managers 116     Co-operative Bank - levelling the playing field 119     Reterences 121     9. Strategies for change - women in management in the     United Arab Emirates 122     The driving forces for change 123     The resisting forces for change 134     Conclusion 140     References 141     Author Index 143     Subject Index 147