Our examination of organisational structures and cultures in the previous chapters has documented the very different experiences of women and men working in contemporary organisations, and begun to reveal the centrality of power — in multiple forms — to the constitution of these experiences. In particular, we have seen that organisations have been constructed in ways which favour men in terms of status and reward, such that men have continually dominated senior positions, while women have been relatively excluded from the management tier. However, in recent years women have increasingly started to ‘make it’ as managers and leaders in many organisations in most industrialised countries. The changing social, political and economic climate of the 1960s and 1970s meant that women started to enter management in more significant numbers, such that at the turn of the millennium it can no longer be seen as the exclusive male club it was for so many decades (Davidson and Cooper 1992).
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