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2V06 Tuesday November 13th Lecture.docx

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th Tuesday November 13 Lecture Implications of Gender-typed Jobs (continued) Combined enabled agents to tolerate their jobs, even take pride in them. At McDonald’s, the womanliness of counter work produced a job lacking in respect and honor. All of this is experienced psychologically by these workers. This explains why men generally shun devalued female work – nursing, elementary school teaching – and why they typically react adversely when women enter their occupational realms, threatening to stigmatize those realms. Research shows that men don’t like women entering their jobs. When women start to enter conventionally male jobs, the men start to think that the job will start becoming stigmatized and they will lose their benefits, and tend to drop out of the job. Status, income, and authority are the three main things that everyone wants in a career. These are things that are generally associated with managerial positions, which are dominated by males. Kanter’s Gendered Twist on Taylor: Scientific Management as Ideology While Taylor and Braverman view Scientific Management as a production system, Kanter views it as an ideology justifying the placement of men in upper status occupations and professions such as management and the channelling of women into lower status jobs such as clerical work. Legitimizing Management The emerging male managerial class was accumulating money, status, and authority at the expense of the laboring masses and Taylorism was used to legitimize this situation: Professional managers were needed to run complicated, efficient firms. Legitimizing Male Managers Taylor stresses: Efficiency, rationality, science, order, logic, analysis, planning, tough-mindedness, abstract generalizing, discipline, calm, etc. these are “male” traits and so only men were deemed fit for management. The Place of Women Women were viewed as: Emotional, excitable, impulsive, intuitive, etc. So they were fit or clerical work. Conclusion As a social ideology, Taylorism provided a sex-linked ethic used to define management as a masculine role and clerical work as a feminine role. As a result, men have tended to become mangers, keeping women out of management. SOCIAL STRUCTURE Social activities that are: Relatively enduring and stable Extra-individual or supra-individual Because social structures are relatively permanent, they have an existence above and beyond any particular individual. Inertial Because social structures are relatively persistent and extra-individual, they are relatively inertial or hard to change: Beyond any given person’s control or hard to control or manipulate. Social structures are relatively self-perpetuating, stubborn and
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