Tuesday November 13
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.
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.
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.
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