GENDER NEGOTIATION

Gender Negotiation

Abstract

How does gender affect negotiation within an organization or, rather, as an organization affect the relations between the sexes? Deborah Kolb, professor at Simmons College School of Management, and HBS Professor Kathleen McGinn explore how the definition of specified roles in the organization, status hierarchies, and organizational policies and practices affect the reality of gender plays in the organization. Considering gender in organizations with a "negotiated order perspective, i.e., from the standpoint that cultural patterns and practices are the result of past interactions and negotiations, not only extends the range of issues that are potentially subject to negotiation, he also draws attention to rethinking Some aspects of the negotiation process.

Some roles may be better suited to men than women, and vice versa, creating a need to negotiate on the capabilities and discretion(Suzanne 1999 ). Effectiveness of a woman as leader and the power it can claim are often judged differently than her male colleagues. Network access and flexible work schedules lead to the need to negotiate, and it must often fall on gender lines.

Real and perceived gender differences

Men, believed to be rational and logical, women are considered emotional and intuitive. Men are expected to emphasize the objective fact that women focus more on maintaining a relationship. Men are expected to be dominant and influential women should be passive and submissive ( Lippa 2002). When men and women interact, men tend to talk for longer periods of time and interrupt more than women. Men use more direct language, while women often show pre-and deferential speech patterns. In personal relationships, men are more likely than women to use "high-intensity language" to convince others, and they're more effective use of this approach. Women tend to use language that contains more responsibility ("I think," "you know") than male cohort that leads women to be perceived as less strong. This gender-balanced by the fact those women continue to be more sensitive to nonverbal cues than men cohort. As a consequence, they are more likely to be set up on subtle messages conveyed opponents during negotiation meetings.

Gender stereotypes

Gender stereotypes are the cause of many problems of people when they interact with lawyers and business people of the opposite sex. Men often expect women to behave like "ladies" during their interactions negotiations (Unterbeck Rissanen et.al 2000). Open aggression that would be considered vigorous advocacy if busy men can be characterized as abusive and threatening, when occupied by women. This is especially true when women use foul language and loud voices. Male negotiations, which would immediately counter such tactics of other males with quid pro quo response is often difficult to take retaliatory attitudes regarding women. When people allow such irrelevant factors to influence and restrict their behavior to respond, they allow their women opponent's negotiation advantage. Some men are also difficult to act as competitive in relation to the opponents of female, as they would toward male opponents. These people make more effective their female ...