PSU: Women Managerial Career Development

0/5 No votes

Report this app


There is a lack of information about the various and evolving organization structures where women pursue their career. In the 1980s and 1990s, both public and private companies underwent different levels of restructuring in the wake of the necessity to be competitive on the international market as well as the improvement of an internal marketplace. This has impacted the work conditions of a lot of employees, not just women. One of these organizations can be Public Service Utility. Public Service Utility, a public sector entity which has been conducting a thorough restructuring over the past ten years.

The process of restructuring at PSU began in 1988 when an external manager was appointed. The strategic analysis of the organization’s objectives and mission statement was carried out, and came to a restructuring plan. This reorganized the business by seven different departments. Engineering was split into two parts: professional support and operations which meant that there was no need for managers who are professional who were engineers. The operations department was revamped by the establishment of 10 departmental units to tasks of support. This changed the power structure of engineering to finance and operations departments, resulting in changes in the management roles as well as drastic reductions.

This restructuring of the organization had many consequences for women. This led to an rise in the percentage of women working in the PSU workforce, from 9 to 12 percent. The increase in the number of employees working in management positions by 30 percent also saw more females get into management positions, where they grew by 188 percent to 331 between 1990 to 1993. Out of 200 senior managers , 17 were females, something that has not been seen before. The reason for this was the large proportions of female workers in functional specialties like finance and personnel.

The study concludes that the restructuring of PSU has resulted in an increase in the percentage of women in management due to an increase in managerial positions and changes in the objectives of managerial demands. The study further states that there are many of obstacles to women progressing through the management career ladder including the presence of women in the “velvet ghettos” that are human resources, and an emphasis on informal procedures in the development of careers.

The aim of the article

The purpose of this article is to present the results of a comprehensive analysis of how the restructuring process within PSU to illustrate public sector bureaucracy has had a negative impact on the careers of women managers.

The study methodology employed for research

This is a study of an traditionally male-dominated bureaucracy in the context of organisation. The information is gathered from other sources, documents from the company’s internal archives as well as interviews conducted with top managers. Additionally, interviews with a representative sample of male and female high-ranking managers were utilized.

The study showed that the restructuring of Public Sector Utility (PSU) provided women with opportunities to pursue careers in management due to the rise in managerial positions as well as adjustments to the goals of the company. In the period between 1991 and 1993 the number of women who held managerial positions increased from 8percent to 9.9 percent, with 17 women in senior management out of 200 top managers. It was not an intentional policy , but rather the result of the process of moving supervisory roles to managerial posts. This was mostly in the field of finance and personnel, where the percentage of female employees is very high.

“Restructuring in the PSU has created opportunities for women” This is crucial because both public and private businesses are in the process of restructuring. This means more women are able to pursue professional advancement than previously.

“The job was made more difficult due to the absence of information on human resource planning …” the organization must have established guidelines and procedures for the selection and development of its human resource resources, as it is an essential element of the business.

Restructuring the organization is an essential aspect of growth for businesses and must be carried out in a gradual, planned way. This action plan should cover aspects like selection of managers, methods and career development, as well as managerial training and development , and policies to ensure equality of chances.

Women are encouraged to take the top management positions in companies. They should also be encouraged to enter the traditionally male-dominated fields of engineering and science, in addition to other areas, since they have the same capabilities as men are.

Leave a Reply

Your email address will not be published. Required fields are marked *