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IZOLDA TAKÁCS: THROUGH A GLASS DARKLY Scientists researching the field pointed out that, as opposed to the vertically structured, rigidly hierarchic work organisation of the old Fordist models, postmodern organisations are reacting to the changing opportunities of society by emphasising flexibility and focusing on one or a few main activities, while all side activities are outsourced to other providers. As a result, modern organisations have significantly fewer organisational levels, they are much “flatter” and therefore less hierarchic than the “Fordist pyramids”. They also allow for atypical labour relations.” The organisational ladder therefore has to be addressed differently to those areas following traditional models of hierarchical advancement. We need new concepts to understand workplace gender inequalities in the 21st century, regardless of the fact that the old models are still typical to social workers, librarians, etc.’ As we have discussed above, women face a chimera of problems during their careers, and this is supported by patriarchal traditions from all sides. This chapter takes into account the general characteristics of workplace organisation, their atmosphere and prejudices based on binary oppositions identified by leading women, which limit them to this day. The career path of women is the focus of the chapter, more specifically the difficulties they encounter when they move up the employment hierarchy, or if they want a career in science, a leadership position. THE CHIMERA OF SEGREGATION My starting point is therefore that the modernisation of organisations since the 1950s has not solved the problems of women’s careers. Furthermore, we are not merely talking about one or two obstacles, but we are faced with an extremely complex, multifaceted phenomenon. Despite the fact that women are overrepresented in many professions (even in formerly male professions, such as law or medicine) and, as I mentioned in the introduction, the proportion of women leaders in the western countries has also increased considerably, these numbers hide the fine details that prove what difficulties and choices a woman has to face to have top level, decision-making leadership positions. No matter what organisation we consider, within each of them “there are everyday habits and processes that reproduce inequalities, reinforce and present 42 Kürtösi, Zs.: A nők és férfiak tarsadalmi kapcsolathdlézatanak eltérései a munkaszervezetben. PhD thesis, 2008, http://phd.lib.uni-corvinus.hu/352/1/kurtosi_zsofia.pdf (accessed 9 May 2018), 29-30. 103 Williams: The Glass Escalator, Revisited, 624. « 44 »
