22033 Gender, Management and Organisation , 5 sp
The aim of the course is to engage you in analyzing working life, organizations, and management from the perspective of gender as ‘doing.’ The course focuses on gendering processes and practices in organizations and in society, and it offers frameworks and tools for analysis. These are rehearsed through extant theory, real-life examples from different societal and cultural contexts, group work, and personal reflection.
The course can be taken as part of the study module in Corporate Responsibility.
You are up-to-date with theoretical and practical knowledge on gender, management and organization, and how gender can be used as a lens to analyze the everyday functioning of companies and other organizations.
- undertake gender analyses of organizations and management
- evaluate the meaning of gender in the way power operates in different kinds of organizations and societies
- provide ideas and recommendations for managers and experts to consider gender in organizational processes and practices and to work for equality and inclusion.
The course is grounded in a sound international academic understanding of gender relations and practices. The examples discussed during the course explore people and organizations in different societal and cultural conditions as well as transnational contexts and multinational corporations.
Completed bachelor thesis in your major, and completed 10 credits in Management and Organisation on bachelor or master's level or equivalent courses.
Course sessions and exercises. Participation in the sessions is highly recommended. No mandatory participation.
134 hours divided into
Scheduled (contact) hours: 18 h
Non-scheduled work: 116 h
Two individually written short papers (2 x 15% of course grade)
An individually written essay (40%)
A team-based mini case study (30%)
In order to pass the course, you need to get at least 50% points in total and at least 50% of the points for each of the four assignments.
- Acker, J. (2006). Inequality regimes: gender, class, and race in organizations. Gender and Society, 20 (4): 441-464.
- Calás, M.B., Smircich, L. & Holvino, E. (2014). Theorizing gender-and-organization: changing times...changing theories? In: Kumra, S., Simpson, R. & Burke, R. J. (2014). The Oxford handbook of gender in organizations. Oxford ; New York, NY: Oxford University Press, pp. 53-75.
- Holgersson, C. (2013). Recruiting managing directors: Doing homosociality. Gender, Work and Organization, 20(4): 454-466.
- Johansson, J., Tienari, J. & Valtonen, A. (2017). The body, identity, and gender in managerial athleticism. Human Relations, 70(9): 1141-1167.
- Tienari, J. & Ahonen, P. (2016). Caveman meritocracy: misrepresenting women managers online. In: Elliott, C., Stead, V., Mavin, S. & Williams, J. (2016). Gender, media, and organization: Challenging mis(s)representations of women leaders and managers. Charlotte NC: Information Age Publishing, pp. 133-152.
- Tienari, J. & Nentwich, J. (2012). The ‘doing’ perspective on gender and diversity. In: Danowitz, M. A., Hanappi-Egger, E. & Mensi-Klarbach, H. (2012). Diversity in organizations: Concepts and practices. Basingstoke: Palgrave Macmillan, pp. 109-136.
- West, C. & Fenstermaker, S. (1995). Doing difference. Gender & Society, 9(1), pp. 8-37.
- West, C. & Zimmerman, D. H. (1987). Doing gender. Gender & Society, 1(2), pp. 125-151.
Students who have completed the earlier course Gender, Management and Organisation (8 credits, course code 2259) cannot take this course.
Quota for the Open University: 3
Quota for JOO-students: 3
External students taking the Corporate Responsibility Module can take this course.