Men And Women Of The Corporation

In this landmark work on corporate power, especially as it relates to women, Rosabeth Moss Kanter, the distinguished Harvard management thinker and consultant, shows how the careers and self-images of the managers, professionals, and executives, and also those of the secretaries, wives of managers, and women looking for a way up, are determined by the distribution of power and powerlessness within the corporation. This new edition of her award-winning book has a major new afterward in which the author reviews and analyzes how attitudes and practices within the corporate power structure have changed in the 1990s.

Abstract: This book presents practical information on the conduct of American business and management. The author concentrates on innovation, entrepreneurship, and the development of participative management skills that encourage the use of new ideas arising from within the corporation itself. The organizational structures, corporate cultures, and specifics strategies of several major AMerican companies are examined.

A deeply personal call to action for women of color to find power from within and to join together in community, advocating for a new corporate environment where we all belong—and are accepted—on our own terms. Women of color comprise one of the fastest-growing segments in the corporate workforce, yet often we are underrepresented—among the first, few, or only ones in a department or company. For too long, corporate structures, social zeitgeist, and cultural conditioning have left us feeling exhausted and downtrodden, believing that in order to “fit in” and be successful, we must hide or change who we are. As a former senior partner at a large global services firm, Deepa Purushothaman experienced these feelings of isolation and burnout. She met with hundreds of other women of color across industries and cultural backgrounds, eager to hear about their unique and shared experiences. In doing so, she has come to understand our collective setbacks—and the path forward in achieving our goals. Business must evolve—and women of color have the potential to lead that transformation. We must begin by pushing back against toxic messaging—including the things we tell ourselves—while embracing the valuable cultural viewpoints and experiences that give us unique perspectives at work. By fully realizing our own strengths, we can build collective power and use it to confront microaggressions, outdated norms, and workplace misconceptions; create cultures where belonging is never conditional; and rework corporations to be genuinely inclusive to all. The First, the Few, the Only is a road map for us to make a profound impact within and outside our organizations while ensuring that our words are heard, our lived experiences are respected, and our contributions are finally valued.

An honest and practical handbook that reveals important insights into relationships between men and women and work, Play Like a Man, Win Like a Woman, is a must-read for every woman who wants to leverage her power in the workplace. Women make up almost half of today's labor force, but in corporate America they don't share half of the power. Only four of the Fortune 500 company CEOs are women, and it's only been in the last few years that even half of the Fortune 500 companies have more than one female officer. A major reason for this? Most women were never taught how to play the game of business. Throughout her career in the super-competitive, male-dominated media industry, Gail Evans, one of the country's most powerful executives, has met innumerable women who tell her that they feel lost in the workplace, almost as if they were playing a game without knowing the directions. In this book, she reveals the secrets to the playbook of success and teaches women at all levels of the organization--from assistant to vice president--how to play the game of business to their advantage. Men know the rules because they wrote them, but women often feel shut out of the process because they don't know when to speak up, when to ask for responsibility, what to say at an interview, and a lot of other key moves that can make or break a career. Sharing with humor and candor her years of lessons from corporate life, Gail Evans gives readers practical tools for making the right decisions at work. Among the rules you will learn are: • How to Keep Score at Work • When to Take a Risk • How to Deal with the Imposter Syndrome • Ten Vocabulary Words That Mean Different Things to Men and Women • Why Men Can be Ugly, and You Can't • When to Quit Your Job

Since the term "glass ceiling" was first coined in 1984, women have made great progress in terms of leadership equality with men in the workplace. However, women are still underrepresented in the upper echelons of organizations. This volume explains and offers remedies for this inequality.

The bestselling guide fully updated for the post-Lean In era For nearly two decades, Hardball for Women has shown women how to get ahead in the business world. Whether the arena is a law firm, a medical group, a tech company, or any other work environment, Hardball for Women decodes male business culture and shows women how to break patterns of behavior that put them at a disadvantage. It explains how to get results when you “lean in” without being thrown off balance. Illustrated with real-life examples Hardball for Women teaches women how to: Successfully navigate middle management to become a leader in your field Be assertive without being obnoxious Display confidence Engage in smart self-promotion Lead both men and women—and recognize the differences between them Use “power talk” language to your advantage

Throughout her extraordinary career, Professor Rosabeth Moss Kanter has always pushed the boundaries through her high-level field research, and her breakthrough ideas with practical applications for a broad audience. One of the world's bestselling business thinkers, her work on leadership and change management has influenced the most enlightened and successful executives and entrepreneurs. Supercorp, based on a three-year worldwide research program, provides the answer to a question crucial to both business and society more broadly: as a company grows, how can it avoid becoming a lumbering, corrupt giant? Companies such as IBM, Procter & Gamble, Mexican-based Cemex and Japanese-based Omron provide the models that businesses small and large can use to stay on track, outstrip the competition, and attract and motivate the new generation of talent. And, Professor Kanter provides the evidence of the powerful synergy between the financial success shareholders want and social conscience - it is only these 'vanguard companies' that are big but human, efficient but innovative, global but local, that will succeed in the future.