In the preceding chapters of this book we have revealed the range of ways gender is enacted, sustained and generated across the structures, practices and discourses of organisational life. We have striven to show how the relations between gender and organisation are extremely diverse, complex and multi-dimensional, and may be viewed from different perspectives. Although we have reported many instances of persistent gender discrimination, and shown how it is, primarily, women who are made the minority in both power and material reward, we have also offered evidence to show that the traditional relations between women and men in organisations are being thoroughly challenged. In the contemporary organisational landscape, there is a coexistence of familiar structural patterns of gender with significant change in gender relations. Today it is the case that many women are located in jobs, roles or work relationships that are far from subordinate, rather than a noteworthy few. Many women are resisting the traditional gendered stereotypes by which their occupational choices, performance, achievement and relations may have previously been constrained. Similarly, many men are also challenging the definitions of workplace masculinities that have dominated organisations, prescribing which jobs they should do, and how they should be performed.
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