| Abstract: | Organizational transformation was the theme of a 1996 meeting in Canada of men and women from Asia, Africa, Latin America, North America, and Europe concerned with more equitable power relations between men and women. Gender parity policies and initiatives are necessary but not sufficient as long as the organizational culture remains antithetical to gender equality and adequate resources are withheld. Three salient structural aspects of organizations were identified by participants: the expectation that staff should place their employment rather than family at the center of their lives, a view of power as a finite resource linked with control and hierarchy, and a tendency to focus narrowly on a single purpose and course of action. Recommended, to change these factors, were linkage of the feminist goal of social transformation to the espoused values of the organization, clarification of the multiple meanings attached to the concept of gender and their implications for different organizational contexts, identification of instances of dissonance between an organization's stated values and its actual culture (e.g., pressure on employees to work long hours, to the detriment of family), and an emphasis on process as well as outcome. |
