Gender Communication in the Workplace
Gender Communication 1
Running head: COMMUNICATION BETWEEN MEN AND WOMEN
Gender Communication in the Workplace
Gender Communication 2
Abstract
This research paper focuses on the gender differences at work and their communication styles. It discusses the manner in which men and women take in communicating to others. It is viewed that men are no longer the power house of communication. Research will indicates that in group settings, not one gender type dominates the conversation, but the one who shows leadership is determined to have power. In addition, studies indicate that men are less intuitive than women because women express nonverbal communication with great sensitivity.
Gender Communication 3
Gender Communication in the Workplace Recent research has centered its attention on the difference between the way men and women communicate in the workplace. Tannen (1994) analyzes how women's and men's methods of communication at work affects "who gets heard, who gets credit, and what gets work done". Tannen's (1994) research focuses on apologies, indirectness, authority and status. Tannen (1994) emphasizes that the way people talk influences who gets the power. "The ability to influence others, to be listened to, to get your way rather than having to do what others want" defines power (Tannen, 1994). Tannen (1994) suggests that to learn more about gender communication in the workplace is to acquire power. A 1994 study "Gender and workplace dispute resolution: A conceptual and theoretical model" which was published in the Law and Society Review contends that the manner in which workplace disputes are settled repeatedly reinforces the disparity that often causes their occurrence in the first place (Gwartney-Gibbs and Lach, 1994). This finding reinforces Tannen's (1994) observation that to know how power is planned and verbalized is to more easily obtain it and learn how to control it. Gwartney-Gibbs and Lach's (1994) study characterizes work
Running head: COMMUNICATION BETWEEN MEN AND WOMEN
Gender Communication in the Workplace
Gender Communication 2
Abstract
This research paper focuses on the gender differences at work and their communication styles. It discusses the manner in which men and women take in communicating to others. It is viewed that men are no longer the power house of communication. Research will indicates that in group settings, not one gender type dominates the conversation, but the one who shows leadership is determined to have power. In addition, studies indicate that men are less intuitive than women because women express nonverbal communication with great sensitivity.
Gender Communication 3
Gender Communication in the Workplace Recent research has centered its attention on the difference between the way men and women communicate in the workplace. Tannen (1994) analyzes how women's and men's methods of communication at work affects "who gets heard, who gets credit, and what gets work done". Tannen's (1994) research focuses on apologies, indirectness, authority and status. Tannen (1994) emphasizes that the way people talk influences who gets the power. "The ability to influence others, to be listened to, to get your way rather than having to do what others want" defines power (Tannen, 1994). Tannen (1994) suggests that to learn more about gender communication in the workplace is to acquire power. A 1994 study "Gender and workplace dispute resolution: A conceptual and theoretical model" which was published in the Law and Society Review contends that the manner in which workplace disputes are settled repeatedly reinforces the disparity that often causes their occurrence in the first place (Gwartney-Gibbs and Lach, 1994). This finding reinforces Tannen's (1994) observation that to know how power is planned and verbalized is to more easily obtain it and learn how to control it. Gwartney-Gibbs and Lach's (1994) study characterizes work
References: DeLange, J. (1995). Gender and communication in social work education: A cross-cultural perspective. Journal of Social Work Education, 31(1), 75-81. Duerst-Lahti, G. (1990). But women play the game too: Communication control and influence in administrative decision making. Administration and Society, 22, 182-205. Glass, L. (1992). He says, she says. Closing the communication gap between the sexes. New York: G. P. Putnam 's Sons. Gwartney-Gibbs, P. A. & D. M. Lach. (1994). Gender and workplace dispute resolution: A conceptual and theoretical model. Law & Society Review, 28, 265-296. Hawkins, K. W. (1995). Effects of gender and communication content on leadership emergence in small task-oriented groups. Small- Group Research, 26, 234-249. Kenton, S. B. (1989). Speaker credibility in persuasive business communication: A model which explains gender difference. Journal of Business Communication, 26, 143-157. Tannen, D. (1994). Talking from 9-5. How women and men 's conversational styles affect who gets heard, who gets credit, and what gets done at work. New York: William Morrow & Company. Wharton A. S. and James N. B. (1991). Satisfaction? The psychological impact of gender segregation on women at work. Sociological Quarterly, 32, 365 387.