Describes the origins of the Women in Local Government Network (WLGN); the issues facing women managers and our preferred strategies for change through networking and personal support. Focuses on the particular current developments and issues in local government and how these can or do assist or further disadvantage women from getting the top jobs. However, the broad themes and issues of, for example, effective leadership and management style, the need for flexible working hours and practices and dealing with male networks are common to women managers working both in the private and public sectors. Describes how the network gives professional and personal support through seminars, training workshops and social events.
In the U.S. private sector, women are less likely than men to be union members. This study analyses a unique na‐tional survey (conducted in 1984) to determine if women are less interested than men in unionising or if, instead, they are equally interested but face higher barriers to unionisation. The results support the latter interpretation. In particular, non‐union women in private sector white‐col‐lar jobs (representing over half of the female non‐union, work force) expressed more interest than comparable men in joining unions. This finding appears to reflect more optimism among the women in this group than among the men about what unions can accomplish; it is not explained by gender differences in attitudes toward jobs or em‐ployers. The authors discount theories that family respon‐sibilities, or concerns of female workers that set them apart from men, present special barriers to unionisation.