Barbara A. Gutek

Bio: Barbara A. Gutek is an academic researcher from University of Arizona. The author has contributed to research in topics: Harassment & Work (electrical). The author has an hindex of 42, co-authored 99 publications receiving 9205 citations. Previous affiliations of Barbara A. Gutek include University of Notre Dame & University of California, Los Angeles.

Sex Effects on Evaluation

Abstract: Prejudicial evaluation is often cited as an explanation for the apparent failure of competent women to achieve as much success as men have. In this paper we review research on the evaluation of the qualifications and performance of men and women, and research on attributions about the causes of performance. Although most of the studies reviewed show pro-male evaluation bias, contradictory evidence has also been found. Three factors affecting these research findings are discussed: (1) the level of inference required in the evaluation situation, (2) the effects of sex-rote incongruence, and (3) the effect of level of qualifications and performance involved.

Sex and the workplace

Abstract: "With this clearly-written, thorough, and well-organized book, Gutek has provided a how-tomanual for managers and others who want to eliminate sexual harassment in the workplace."--Choice

Sex-ratios, sex-role spillover, and sexual harassment of women at work.

Abstract: We propose that sexual harassment of women at work is often a product of sex-role spillover, which is defined as the carryover into the workplace of gender-based expectations for behavior that are irrelevant or inappropriate to work. We argue that, when the sex-ratio at work is skewed—in either direction—sex-role spillover occurs. Thus, women in male-dominated work experience one kind of sex-role spillover. They are “role deviates” who are treated differently from other (male) work-role occupants; they are aware of this differential treatment, and they think it is directed at them as individual women rather than as work-role occupants. On the other hand, women in female-dominated work also experience sex-role spillover but of a different kind. Sex-role and work-role are practically identical. These women are treated similarly to other (female) work-role occupants, so are unaware that their treatment is based on sex-role. Because of this, they think the treatment they receive is a function of their job; the job itself is sexualized. Data from a representative sample survey, about sexual harassment of working women in Los Angeles County, provide some support for these ideas.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

HIERARCHIES, JOBS, BODIES: A Theory of Gendered Organizations

Abstract: In spite of feminist recognition that hierarchical organizations are an important location of male dominance, most feminists writing about organizations assume that organizational structure is gender neutral. This article argues that organizational structure is not gender neutral; on the contrary, assumptions about gender underlie the documents and contracts used to construct organizations and to provide the commonsense ground for theorizing about them. Their gendered nature is partly masked through obscuring the embodied nature of work. Abstract jobs and hierarchies, common concepts in organizational thinking, assume a disembodies and universal worker. This worker is actually a man; men's bodies, sexuality, and relationships to procreation and paid work are subsumed in the image of the worker. Images of men's bodies and masculinity pervade organizational processes, marginalizing women and contributing to the maintenance of gender segregation in organizations. The positing of gender-neutral and disembodie...

Role congruity theory of prejudice toward female leaders.

Abstract: A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

The Human Side of Enterprise.

Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Ambivalent Sexism Inventory: Differentiating hostile and benevolent sexism.

Abstract: The authors present a theory of sexism formulated as ambivalence toward women and validate a corresponding measure, the Ambivalent Sexism Inventory (ASI). The ASI taps 2 positively correlated components of sexism that nevertheless represent opposite evaluative orientations toward women: sexist antipathy or Hostile Sexism (HS) and a subjectively positive ( for sexist men ) orientation toward women, Benevolent Sexism (BS). HS and BS are hypothesized to encompass 3 sources of male ambivalence: Paternalism, Gender Differentiation, and Heterosexuality. Six ASI studies on 2,250 respondents established convergent, discriminant, and predictive validity. Overall ASI scores predict ambivalent attitudes toward women, the HS scale correlates with negative attitudes toward and stereotypes about women, and the BS scale (for nonstudent men only) correlates with positive attitudes toward and stereotypes about women. A copy of the ASI is provided, with scoring instructions, as a tool for further explorations of sexist ambivalence.