Management by women : the first twenty-five years of the YWCA national board, 1906-1931 /
A list of ten traits associated more with women managers than with men was developed using modern feminist psychologists like Carol Gilligan and Jean Baker Miller, feminist theoreticians like Kathy E. Ferguson, and management writers like Margaret Hennig and Anne Jardim. The women of the YWCA handle...
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| 040 | |a PU |b eng |c PU | ||
| 100 | 1 | |a Bannan, Regina | |
| 245 | 1 | 0 | |a Management by women : |b the first twenty-five years of the YWCA national board, 1906-1931 / |c Regina Bannan |
| 264 | 0 | |c 1994 | |
| 300 | |a xi, 358 leaves ; |c 29 cm | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a unmediated |b n |2 rdamedia | ||
| 338 | |a volume |b nc |2 rdacarrier | ||
| 500 | |a Supervisor: Marion W. Roydhouse | ||
| 502 | |a Thesis (Ph.D. in American Civilization) -- Graduate School of Arts and Sciences, University of Pennsylvania, 1994 | ||
| 504 | |a Includes bibliographical references | ||
| 520 | |a A list of ten traits associated more with women managers than with men was developed using modern feminist psychologists like Carol Gilligan and Jean Baker Miller, feminist theoreticians like Kathy E. Ferguson, and management writers like Margaret Hennig and Anne Jardim. The women of the YWCA handled the management problems they faced between 1906 and 1931 in ways identified today more with women's management traits than with men's | ||
| 520 | |a The Young Women's Christian Association was a large and complex organization managed almost entirely by women; the National Board was its coordinating body which had hundreds of local affiliates. This dissertation examines the impact of gender on YWCA management, using studies by internal committees and external management consultants, minutes, letters, memos, employee records, published works, and staff reports about local YWCAs | ||
| 520 | |a Two major concerns dominated the years around 1930. One was competition from the YMCA, which escalated through the 1920s, and the other was insufficient income, which reached a crisis with the Depression. The response of the YWCA highlighted the differences between the style of management they adopted and the styles that advisors to their major benefactor, John D. Rockefeller, Jr., tried to influence them to accept. The most critical consultant, Mark M. Jones, found that the YWCA had an insufficient hierarchy, a staff with too much autonomy, a program that was too broad and political, and a woman's culture that was not heterosexual enough. YWCA National Board volunteers and staff resisted this influence; they wanted their organization to remain diffuse and relational and to express their women's fellowship. Over the years, the YWCA adopted bureaucratic financial management, but focused less on the bottom line and more on the preservation of jobs. By replacing a professional school with shorter training programs that included more employees, the YWCA abandoned an unintended elitism to give fuller expression to its democratic ideals. In the public mind, the image of a "Y" reflected the recreational aspects of the YMCA, but the YWCA was not a simple female counterpart. The YWCA defined itself as a movement where women served women, where all women could find power and autonomy in an otherwise male-dominated world | ||
| 590 | |a University Microfilms order no.: 94-27497 | ||
| 650 | 4 | |a American civilization |x Penn dissertations | |
| 650 | 4 | |a Penn dissertations |x American civilization | |
| 700 | 1 | |a Roydhouse, Marion W |q (Marion Winifred), |d 1949- |e advisor. | |
| 710 | 2 | |a University of Pennsylvania | |
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