The participation of women in multidisciplinary action teams
AbstractThis paper argues the case for increasing the participation of women in multidisciplinary action teams as a means for making better use of gender diversity. We argue that conventional diversity management practices involve a narrow approach towards increasing women’s participation in employment. We suggest it is imperative that organisations and multidisciplinary action teams learn to integrate skilled and talented women and men into a single, cohesive work culture that enhances teams’ performing capacities. Based on recent work by the authors, we then build on the belief that women are a key resource for improving the integrative and interpretive abilities of teams, including the capacity of the team generally to deal with difficult and complex scenarios. The paper builds a relationship between feminine values, team-member diversity, and communication skills such as listening and speaking up. In particular, we examine some evidence relating to the communication patterns of women and how they may assist multi-disciplinary action teams.
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Bibliographic InfoPaper provided by University Library of Munich, Germany in its series MPRA Paper with number 8893.
Date of creation: 2006
Date of revision: 2006
diversity management; feminine values; teams; women;
Find related papers by JEL classification:
- O15 - Economic Development, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration
- J16 - Labor and Demographic Economics - - Demographic Economics - - - Economics of Gender; Non-labor Discrimination
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- Murray, Peter A. & Syed, Jawad, 2007. "Observations through gendered lenses: experiences of managerial women," MPRA Paper 9630, University Library of Munich, Germany.
- Jawad Syed, 2008. "A context-specific perspective of equal employment opportunity in Islamic societies," Asia Pacific Journal of Management, Springer, vol. 25(1), pages 135-151, January.
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