Women's work orientations: something old, something new

Article Abstract:

Although the participation of American women in the workforce has risen, women still hold mostly lower-level corporate jobs and very few upper management positions. Two theories have been advanced to explain why women do not hold more high status positions: the 'person-centered' explanation which attributes women's lack of success to ingrained attitudes that block their career development, and the 'organization-centered' explanation which attributes women's work attitudes to their lower level positions, and postulates that women in high power positions would possess attitudes of success typical of the men who hold those positions. In order to test these postulates against one another, the author surveyed 260 women from a variety of corporate levels. The results of the survey do not sustain the 'person-centered' explanation but do offer considerable support for the 'organization-centered' explanation. For example, there were significant attitudinal differences between low and high status women.

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The power of a mentor: proteges' and nonproteges' perceptions of their own power in organizations

Article Abstract:

A random sample of 518 individuals with and without mentors in both high- and low-level positions at a large health care company were asked to assess their degree of organizational policy influence, their level of access to important persons, and their organizational resource levels. Results indicated that the individuals who have mentors have more of each of these three power forms than individuals who do not have mentors. Gender or job levels do not appear to alter proteges' perceptions of power.

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The activities of organization development practitioners at the turn of the decade of the 1990s

Article Abstract:

Organization development (OD) professionals were asked to predict the types of activities they would utilize during the 1990s. The data were collected from surveys of 68 OD professionals. The respondents indicated that they would engage in group development and action research activities extensively in the 1990s, but that their use of strategic planning and forecasting would decrease.

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