GENDER AND SOCIETY

1. Gender Patterns in
Organization
Members:
Pancho, Christian Joseph
Miranda, Kurt Ian
Ojeda, Louis Philip
Mumog, John Mark

2. Gender Patterns in Organization: Formal an informal practices
• Formal practices - include policies regarding leaves,
works, schedules, performance reviews, who reports to
whom, and so on
• Informal practices – include normative behaviors and
understandings that are not covered by explicit policies:
advising, mentoring, socializing, and so forth.
• As we will see, both formal and informal network entail
gendered dynamics

5. Leave policies
• Leave laws govern whether an employer must allow employees to take time off,
either paid or unpaid, under a number of different circumstances. They also address
whether an employer must pay accrued leave to employees upon separation from
employment.
• Purpose and Uses - The primary purpose of paid annual leave is to allow and
encourage every employee to renew his physical and mental capabilities and to
remain a fully productive employee. Employees are encouraged to request leave
during each year in order to achieve this purpose.

7. Work Schedules
• A work schedule includes the days of the week and times of the day a particular
employee is scheduled to work at a job. The traditional full-time work week in the
United States involves five eight-hour days. However, many employers offer part-
time and alternative schedules to cover their work needs and attract workers
• Rigid schedules are another way in which organization reflect outdated career models
that assumed men are breadwinners and women were at home taking care of
families. this setup or pattern Women more likely than men are to take time off to
care for children, a pattern that reflects and reinforces gendered assumptions that
women put families first and men put career first.

8. Informal practices
• In addition to formal policies, organization have informal, unwritten understandings that can make or break
careers. Through a range of normative practices, some organization emphasize gender differences, define
one sex or gender as standard, or extend different opportunities
• Unwelcoming Environment for women – In some organization, language and behavior that emphasize men’s
experience and interest are normative (Cheney, Christian, Zorn, & Ganesh, 2004).
• Women are generally less familiar and less comfortable with terms taken from sports (hit a home run,
huddle on strategy, ballpark figures, second-string player, come up with a game plan, be a team player, line
up, score a touchdown, put it your court), sexuality or sex organs and military. Intentional or not, language
related to sports, sexuality, and the military binds men into a masculine community in which some women
feel unwelcome (Beck,2011)

9. The informal network – relation with colleagues create a sense of belonging and
provide access to essential information that may not come through formal channels.
Because men originally organized most workplace, many informal networks were
created largely or exclusively by me, giving rise to the term old boy network. Hirimg
and promotion decisions are often made through informal communication within
these network.
One reason that informal networks are comfortable is that they tend to be composed
of people who see themselves as being similar other in the group are “like me”. When
only one or two women are in group, they stand out as different and unlike most of
the employees.
Mentoring Relationships – A mentor is an experienced person who guides the
development of a less-experience person. Several factors account for the low number
of women and minority workers who have the benefit of mentors.

11. Masculine Norms in Professional Life
• Because men and not women designed the workplace- from stockyard to
corporations-and laid the blueprint for how the workplace operates,
masculine norms infuse the workplace. For the most part, the norms are not
intentional. In facts they powerfully shape expectation for conduct in the
workplace. Well examine two masculine norms that pervade the workplace.

12. Traditional masculine images of leaders
• The skill require to manage lead are widely associated with communication
traits that are cultivate more in masculine speech communities than in
feminine ones assertiveness, independence, competitiveness and confidence.
To the extent that women engage in traditional feminine communication,
they may not be recognized as leader or marked for advancement in
professional setting.
•

14. Efforts to Redress Gendered Inequality in
Institution
• Five Efforts to reduce discrimination in school and the workplace are
equal opportunity laws, affirmative action policies, quotes, goals, and
diversity training . Understanding differences among these methods of
redressing inequalities will allow you to evaluate arguments for and
against them and decide your own position. Although this chapter focuses
specially on the workplace, these remedies apply to both professional and
educational settings, the two contexts in which efforts to end
discrimination have been most pronounced.

15. Equal Opportunity Laws
• Laws prohibiting discrimination began with the landmark legal case brown v.
Board of Education of Topeka, Kansas, which was tried in 1954.In that case, the
U.S Supreme Court overturned the “separate but equal” doctrine that had allowed
separate educational systems for white and black citizens.
• Since the Brown decision, the United States has passed other equal opportunity
laws. The two main ones are Titled VII of the Civil Rights Act(1964), which
prohibits discrimination in employment, the Titled IX (1972), which forbids
discrimination in educational programs that receive federal aid. Other
antidiscrimination laws are Titled IV OF THE 1964 Civil Rights Act, the
Women’s Educational Equity Acts of 1974 and 1978 an amendment to the 1976
Vocational Education Act, and the Lilly Ledbetter Fair Pay Act, passed on 2009.