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Black Women in Management: Paid Work and Family Formations - download pdf or read online

By Diane Chilangwa Farmer

Black ladies in administration identifies a few of the modifications and/or similarities that exist among those women's occupation offerings and development and explores how they tackle socio-cultural and gendered expectancies of family, social and being concerned commitments as profession girls residing and dealing in city towns – one African, the opposite eu.

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Sample text

In her study of managerial women and men in corporate America, Kanter (1977) comments on the masculinist construction of management: A ‘masculine ethic’ can be identified as part of the early image of managers. This ‘masculine ethic’ elevates the traits assumed to belong to some men to necessities for effective management: a tough-minded approach to problems; analytic abilities to abstract and plan; a capacity to set aside personal, emotional considerations in the interests of task accomplishment; and a cognitive superiority in problem solving and decision-making.

In countries with Black or dark-skinned nationals, race has particularly been used as a primary tool of social oppression. But differences within race are often marked out by shades of colour. In the United States, the Caribbean or South Africa, for instance, fair skin has been preferred socially – even among the Black Africans themselves. According to hooks (1995), a fairer-skinned person of color is more likely to be perceived as attractive and successful than is a person of darker skin. Lont (2001) attributes this bias towards whiteness as being widespread due to the globalisation of Western values, products and images, which view whiteness as “the norm to which all other racial identities are compared” (DeFrancisco and Palczewski, 2007:15), with the comparisons rarely being different and equal.

2005:13). 9 per cent, were women (ILO, 2012). This overall increase in labour force participation rates for adult women can be attributed to a combination of factors, namely economic development, increasing education, declining fertility and other structural and institutional changes – all factors linked to reduced transaction costs and time constraints (Goldin, 2006; ILO, 2012). However, as the 2009 and 2012 ILO Global Employment Trends for Women Reports reconfirm, gender inequality remains persistent within labour markets globally, with women suffering numerous disadvantages in labour market access (ILO, 2009, 2012).

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