Welcome to this talk in the Henry Stewart series designed for first-level managers.
I'm Doctor Helen Mortimore from
Bristol Business School at the University of the West of England.
In this session, we will consider the art and practice of
first-level management with regard to issues related to gender.
There were some points here which you've probably already
thought about as issues and some that may
be new to you, particularly those that relate to
underlying causes of inequality in the workplace.
Gender is a challenging aspect of first-level management.
This is a complex terrain where each of us has
obvious invested interests given that we all have an agenda.
This session will provide you with an overview of
evidence-based thinking and some sensible suggestions regarding practice.
It also provides key questions.
These questions are geared towards you developing
an understanding of your organization's approach to gender issues.
The questions may also prompt you to think about how
your organization's culture could be improved.
This session is in four parts.
The first part considers why first-level managers need to consider gender issues.
Next, we will look at the top 10 things to be aware of.
There is a case study where you will analyze an account of
an employee's day and identify the gender issues evident in what happens.
Part four considers what you can do-
some specific action points as a first-level manager.
In considering why gender issues are important to first-level managers,
we'll briefly look at two concepts that you will have
heard of and one that perhaps you have not, as yet.
We'll look at what inequality and diversity are specifically.
These are two related, but distinct concepts
and they give us different rationales as
first-level managers for why we need to consider gender.
We will, then, go on to discuss why you have an active role in doing gender.