Sarah Rutherford
Biographic Data
| ID | 3751049 |
|---|---|
| NAME | Sarah Rutherford |
| GIVEN NAMES | Sarah |
| FAMILY NAME | Rutherford |
| SIGNATURE | RUTHERFORD S |
| AFFILIATIONS | ORCID |
| ORCID | 0000-0002-9615-1174 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 57 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1999 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 3 |
Paradoxes of in-school teacher coaching by outsiders
Teaching Design
Teaching Design by Meredith Davis, Professor Emerita at the College of Design at North Carolina State University, is the only English-language text by a single author to provide a holistic overview
Landscapers for the Mind
Organizational cultures, women managers and exclusion
Looks at broad approaches to organizational culture and offers a brief review of some recent work on gender and organizational culture. The possibility of seeing culture as a means of closure is explored. Seeks to define and operationalise organizational culture, in order to test the theoretical hypothesis on two case studies, and identify the ways in which aspects of culture acted to close off areas of work to women managers. Describes the const…
Any Difference? An Analysis of Gender and Divisional Management Styles in a Large Airline
There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place w…
Are You Going Home Already
Drawing on Weberian theory of social closure, this article explores how the long hours culture fostered in so many British organizations may act as a means of social closure to exclude women managers from senior positions. The research, conducted in eight different divisions of two UK companies, an airline and a merchant bank, shows that access to the resource of time is vital to be a successful manager. Women are less likely to have equal access…
Equal opportunities policies – making a difference
To what degree an organization both embraces the ethos of equal opportunities and backs it up with an investment in sound policies may be expected to have an impact on both the progress of women in management and their experience in the workplace in that organization. This paper compares how women managers fare in two organizations, one with a developed equal opportunities policy and one that has none. It also considers the limits of applying the…
Are You Going Home Already
Drawing on Weberian theory of social closure, this article explores how the long hours culture fostered in so many British organizations may act as a means of social closure to exclude women managers from senior positions. The research, conducted in eight different divisions of two UK companies, an airline and a merchant bank, shows that access to the resource of time is vital to be a successful manager. Women are less likely to have equal access…
Any Difference? An Analysis of Gender and Divisional Management Styles in a Large Airline
There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place w…
Landscapers for the Mind
Equal opportunities policies – making a difference
To what degree an organization both embraces the ethos of equal opportunities and backs it up with an investment in sound policies may be expected to have an impact on both the progress of women in management and their experience in the workplace in that organization. This paper compares how women managers fare in two organizations, one with a developed equal opportunities policy and one that has none. It also considers the limits of applying the…
Organizational cultures, women managers and exclusion
Looks at broad approaches to organizational culture and offers a brief review of some recent work on gender and organizational culture. The possibility of seeing culture as a means of closure is explored. Seeks to define and operationalise organizational culture, in order to test the theoretical hypothesis on two case studies, and identify the ways in which aspects of culture acted to close off areas of work to women managers. Describes the const…
Any Difference? An Analysis of Gender and Divisional Management Styles in a Large Airline
There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place w…
Are You Going Home Already
Drawing on Weberian theory of social closure, this article explores how the long hours culture fostered in so many British organizations may act as a means of social closure to exclude women managers from senior positions. The research, conducted in eight different divisions of two UK companies, an airline and a merchant bank, shows that access to the resource of time is vital to be a successful manager. Women are less likely to have equal access…
Landscapers for the Mind
Teaching Design
Teaching Design by Meredith Davis, Professor Emerita at the College of Design at North Carolina State University, is the only English-language text by a single author to provide a holistic overview
Paradoxes of in-school teacher coaching by outsiders
Sociology (6 works) · Political science (5 works) · Gender Diversity and Inequality (4 works) · Public relations (4 works) · Business (3 works) · Economics (3 works) · Psychology (3 works) · Convergence (economics (2 works) · Economic growth (2 works) · Engineering (2 works)