Critically discuss the following statement with reference to relevant theory and practice: ‘Gender equality is not just good for women in organizations it is good for all organizational members’.

Week 5: The powerful organization

Thomas, R. and Linstead (Pullen), A., 2002. Losing the plot? Middle managers and identity. Organization, 9(1), pp.71-93.

The central idea of this article mainly focuses on the current state of middle management in a contemporary organisation, following an unparalleled increase in downsizing and restructuring within organisations. This inadvertently lead to an increased interest for more research into drawing conclusions and determine whether the state of middle management is, in fact, positive or negative. Approaching the question with a socially constructionist framework, this paper argues that society needs to transcend the inherent need to accurately put a label on middle management, further encouraging the aspect of diversity and agency through a perspective of the theoretical framework and identity regulation. Therefore, giving the notion that middle management is not obsolete, but rather in need to undergo major structural transformation to ultimately attain economic stability in the event of an organisational restructuring.

Obtaining their data straight from the source, the researchers held one on one interviews with middle managers, asking a vast range of questions that covering several aspects. These aspects, namely their view on self-identity was further discussed in depth. It became known that the due to the constant feel of insecurity and inferiority, their individual identity was also becoming ambiguous and perhaps lost. Furthermore, the paper allows the reader to understand there are many discourses that influence the state of middle management within an organisation.

In my opinion, the increased need for identity regulation is a direct outcome of the direction society is heading towards. I feel as if there is a shift in dynamics from a more bureaucratic oriented approach towards middle managers to a newfound focus on identity regulation as a mechanism for control within organisations. The paper ends with a rhetoric; ‘how are middle managers becoming?’, this strategy is quite admirable as it further draws on the authors most fundamental point, and perhaps explains the actual becoming of managers, discussing the influences of historical, social and political contexts.

As a manager of a restaurant, I can see this theory come into play. I noticed a lack of initiative on my part, as the ambiguity of my role in the restaurant inhibited my potential and reflected little to no authority to my staff. The notion of identity regulation, which in my case was officially having my own personalised card reading: “Irshad Mulla-Manager” gave myself and the staff a clear depiction of my position and almost instantaneously noticed the shift in attitudes. The removal of the ambiguity of my role in the workplace allowed me to reach my full potential and this, in turn, is reflected in the new upbeat morale and workplace culture created, therefore confirming that middle management is not obsolete, just in need for an innovative approach.