Throughout her career as an economist, Lise Vesterlund has been struck by the number of male colleagues who were exceptionally good at teaching and writing research papers, yet “somehow when it comes to doing any kind of service work, they [have some defect] that somehow makes them never serve on a committee”.
They decided to call these jobs “non-promotable” and pledged to meet regularly, forming a No Club, to help each other prioritise and discard jobs, and how to say no. The problem, they realised, was pervasive and together they set about researching the topic. However, they are keen to stress that it is not only down to individuals to resist taking on NPTs but it is “an organisational problem” that managers need to address. Most of this work, after all, requires little skill and can be done by anyone so can be equitably distributed.7 important lessons from a late-starting entrepreneur: Learn from mistakes quickly and more
It is not just social pressure but also in some cases polite strong arming, which they describe as “volun-told”, that gets women to take on committee work, fundraising or “office housework”, the term coined by Harvard Business School professor, Rosabeth Moss Kanter, to describe the kind of chores that are not dissimilar to those done at home, such as organising sandwich lunches or parties.
Hybrid work patterns create both risks and opportunities. The proliferation of remote working, said Weingart, management professor at Carnegie Mellon University, means that “much more work is becoming invisible”. At the same time, the disruption to work practices has made organisations sharper on prioritising so that “some of the [NPTs have] fallen off the table”.
What about heavy work which is assign to man? Example hugging the water refill for the water dispenser?
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