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“Woman comprise one‐half of the world's population, they perform nearly two‐thirds of all working hours, they earn 90 percent less than men do and own one‐hundredth of what men own” (World Goodwill, 1988). It would be inaccurate to state that the above figures are representative of American women employees or women in management; however, they are comparable. Today, even women in traditionally female fields, such as nursing and teaching, are paid 33 percent less than men in those same occupations (Baron, 1 984:14). By the year 2000, it is projected that working women will earn only 74 percent of male wages (McDonald, 1986: 150).

This study examined the relationship among biological sex, gender role, organizational status, and conflict management behavior of males and females in three similar organizations. Individuals (N = 118) from upper and lower status organizational positions completed the Rahim Organizational Conflict Inventory‐II, in the context of two recalled organizational conflicts (Rahim, 1983a), and the Bern Sex Role Inventory (Bern, 1974). After controlling for biological sex, when compared with other gender roles masculine individuals were highest on the dominating conflict style, whereas feminine individuals were highest on the avoiding style, and androgynous individuals on the integrating style. Further, upper organizational status individuals were higher on the integrating style, while lower status individuals reported greater use of avoiding and obliging styles.

Since Schein’s evocative and enduring metaphor "think manager – think male" there has been a stream of literature discussing gender difference in managerial style. The newer literature about managerial competence, however, remains largely silent about gender, regardless of whether managerial competence is contextualised in an organizational or a human resources perspective. This is true even of edited collections where gender tokenism is generally evident. The study uses a rarely‐researched sample, female manufacturers in small and medium manufacturing enterprises, to explore gender and managerial competence and to test Marshall’s suggestion that the next wave of theorizing may well strengthen an “androgynous” manager model. The findings show a pattern of both similarity and difference in the managerial competence of male and female manufacturers in technology uptake and tentative support for the androgynous manager model.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The research shows a decreasing emphasis of stereotypically masculine traits to describe the qualities of a “good manager”.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Female nursing supervisors and subordinate nurses in an American hospital were given questionnaires to see if there was a link between sex‐role behaviour and leadership style. It is concluded that a form of job stereotyping exists, since individuals in supervisory positions are perceived by others as being less feminine, simply because they hold that position.

Mobile Internet technology (MIT) is an extension of the Internet beyond the static terminal of the personal computer or television. It has been forecasted that by the end of 2005, there will be almost 500 million users of mobile m‐commerce, generating more than $200 billion in revenues. Contributes to the body of knowledge on how to approach the study of MIT products. Proposes that consumer perceptions of MIT products can lead to dichotomous decision making and argues that the challenge for marketers is to harness and fit this dichotomy to the MIT product continuum through an understanding of consumer psychological and attribution factors. The overall findings indicate that technology anxiety correlates with demographic variables such as age, gender and academic qualifications. Therefore, the implications of the study are that technology product engineering and marketing should recognise the importance of: study of the psychosocial needs of technology products, human factors in engineering design which need to fit these needs; and developing product designs facilitating consumers' psychosocial needs.

After two decades of women′s increasing presence in management, raises the question of what impact this has had on perceptions of management. Discussion of the impact of work by Virginia Schein on supporting “women only” training, based on reducing female “deficiencies”, and by Sandra Bem in developing the idea of the androgynous manager leads to consideration of valuing diversity as an important theme for management development in the 1990s. Sets the argument for recognizing diversity against evidence from a small‐scale study which showed that both male and female managers saw increasing masculinity as crucial to being effective and successful. Raises the implications for trainers, and argues the need for management development programmes to include consideration of diversity from a contributory perspective.

The focus of this article is a comparative analysis of the values inherent in multicultural feminism, and their consistency with the field of sociology of sexualities using Laud Humphreys’ Tearoom Trade: Impersonal Sex in Public Places as an reflection of that growing body of work. The following six feminist values, as discussed in Cammaert and Larsen (1988), will be discussed through the filter of the Tearoom Trade: Impersonal Sex in Public Places: (1) the personal is political; (2) acknowledging that oppression often results in limited life choices for the “out” group; (3) equalization of the power dynamics between the “in” and “out” groups so they can begin to share power with each other; (4) androgyny and masculinity; (5) social action/empowerment; and (6) expanding the existing knowledge base of data associated with the sociology of sexualities.

Although getting along with people is just as important to being a good manager as being able to get the job done, according to the current stereotype the ideal manager is task‐oriented rather than person‐oriented. Here the importance of feminine qualities and interpersonal skills for managerial effectiveness are discussed. Interviews with 30 women managers illustrate the fact that women can approach management with a “masculine” (task‐oriented), “feminine” (people‐oriented), or an “androgynous” style which combines the two. The androgynous style is the one most likely to be successful.

Difficulties in defining stepfamily roles remain an important issue for its members. A potentially important factor in defining roles in the family is the identification with a particular gender type and how it relates to one's expectations about one's place in the family system. The purpose of this paper is to explore how gender typing processes inform our understanding of the stepmother role construction process, and its link with stepfamily adjustment.

Semi‐structured interview data from six androgynous and six feminine stepmothers were selected based on gender type identification.

Results from this analysis were analyzed using a phenomenological approach, and are presented with the intent to explore how gender typing processes inform our understanding of the stepmother role construction process, and its link with stepfamily adjustment.

Gender typing has not been studied in the context of stepmother families, even though research on stepmothers’ adjustment has highlighted the ambiguous nature of their role in the stepfamily. Additionally, while qualitative inquiry continues to represent the favoured paradigm in the emerging area of stepmother research, studies of this type remain limited in scope.