Search results

The current debate on work‐sharing and shorter working hours is still largely conducted in terms of changes to men's working hours. ‘The old pattern of the 8‐hour day, 5‐day week, from 16–65 can no longer be taken for granted’, cry the pundits — but it has never been the norm for half the population. In Britain, France, the USA and Scandinavian countries women are now over 40 per cent of the labour force. Why, then, is so much time and energy spent researching and searching for ‘new patterns of work’ when a range of these already exist in women's working lives?

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb051585. When citing the article, please cite: Sheila Rothwell, (1985) “Women and Employment in Europe”, Journal of Management Development, Vol. 4 Iss: 3, pp. 29 - 41.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb051585. When citing the article, please cite: Sheila Rothwell, (1985) “Women and Employment in Europe”, Journal of Management Development, Vol. 4 Iss: 3, pp. 29 - 41.

The impact of video‐based distance learning technology will give women who are currently prevented from studying by time, money or geographical considerations, the chance to undergo further training and progress up the management ladder, an opportunity to reverse the trend that allows management still to be seen as a masculine role. Henley Management College (in conjunction with Brunei University) offers a two‐ to four‐year distance learning MSc, in addition to its full‐time courses, having the aim of training women managers and getting them into positions of seniority. (Article includes a listing of opportunities for women in management education).

Women's life patterns, balanced between paid and unpaid work and the sharing of time in and out of employment, are already representing the future — and the time has come for men to conform to the female “norm” rather than the reverse. Emphasis on common humanity, and judging in which respects men and women need to be treated the same or differently, offers greater potential for human development and self‐awareness. The part‐time/flexible work patterns negotiated by women offer a valuable proposition to counteract a polarised society of “haves” and “have nots” divided by employment/lack of employment. For the present, effective training must ascertain the various bases of sexual discrimination, and organisation management developers should look to women to find the means of introducing a flexibility of style to managers.

Most of today's policy proposals are considered according to whether they are ‘cost‐effective’. It is no longer enough to attempt a retrospective cost‐benefit analysis, although this is also often needed. Given this requirement for cost‐effectiveness, how can one justify expenditure on women's career development? Is it an expensive luxury at the best of times, let alone during the worst recession for fifty years?

This is the title of an article by Sheila Rothwell in Vol. 91 No. 1 of the European Business Review. The developments in working trends, problems, legislation, and research in the context of equal opportunities in employment in the 1980s are examined. Attempted policy changes are detailed in the following areas: education, training, employment, trade unions, and social policy. There is discussion of three themes which have been the subject of debate: conforming to the male career model; obtaining greater recognition for “female” qualities, skills and attributes; and emphasis on a common humanity and maximising choices for both women and men. The likelihood of the success of each is discussed, and the third approach is supported. The implications for management development specialists are examined.

ALL THE FIGURES go to prove that the recession is behind us. There is no question but that business is once again on the up and up. Order books, for the first time in ages, are full and, what is quite as important, all the indications are that delivery dates will be met in the future — as they should always have been.

To cope with changing market requirements firms have had to invest in advanced manufacturing systems. By combining the benefits of flexibility and specialisation, new manufacturing systems have produced a shift in production with important implications for labour and product markets. These systems may lead to flexibility in organisation, management and labour, as well as technology. In order to cope with the relative shortage of skilled workers in the microelectronics industry, there is a need to expand training programmes and make them available on a massive scale. This is justified on economic and social grounds, as this shortage is increasing faster than the growth in technical sophistication.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.