¡Descarga Mercadona's Organizational Culture and Gender Equality: An Analysis - Prof. Moliner y más Apuntes en PDF de Psicología solo en Docsity! PORTFOLIO BLOCK 3 Activity 3.1 – Gender culture in Mercadona 1 - Could you describe the culture of Mercadona using the slides/ materials of the Aula virtual? As we know the organizational culture Is the set of shared assumptions that member of the organization (in this case of Mercadona) hold and determine how they perceive and react to their various environments. Mercadona is an organization with an universal philosophy: “in order to be satisfied, first we have to satisfy them”. Because of this Mercadona tries to focus their culture in satisfying their clients and therefore to their workers/ employees. It is possible that Mercadona culture could be represented in two main dimensions: -sociability: because it is focus on sincere friendliness and emotional non- instrumental relations. -solidarity: because they have shared goals. 2 - Is Mercadona a gender equality culture? Please, check other documents about Mercadona in internet (annual report, labor agreement…) The annual report of Mercadona for the year 2013 holds some interesting data about the situation of women in the organization: • 10 out of 11 in the director committee are men. • When talking about clients, almost always they are women. • 55% of the promotions to directive positions were women. These are a very few facts about the situations of women in the organizations, it tells us little else besides the glaring lack of women in the upper echelons (that is, the decision-making ones) of the organizations. What is more interesting is the lack of data – there is little to none sex disaggregated statistical data nor gender analytical research. All in all, this points to a lack of interest in the position of women and paints a culture that is not in any way a gender equality one. However, there is one instance in which the organization of Mercadona pays attention to the well-being of women, and that is the article in the labor agreement that grants them the right to be transferred of they are in risk of being a gender- based violence victim or if they already are, as well as availability of psychological counsel. What we see, is that in none of the levels of the organizations decisions are made in order to increase gender equality. 3 - Propose potential actions to increase the gender equality culture in Mercadona. Expectations about attributes and behaviors appropriate to women or men and about the relations between women and men are shaped by culture. Gender identities and gender relations are critical aspects of culture because they shape the way daily life is lived in the family, but also in the wider community and the workplace. Before and organization’s staff can genuinely facilitate others to integrate a gender perspective into their work, they must demonstrate that they do this themselves. There are 4 steps to create a gender-responsive organizational culture: sex disaggregated data and gender analytical information, women as well as men influence the development agenda, context-specific action to promote gender equality and finally, organizational capacity building and change. Decisions made in planning an initiative shape the type of impact that it will have on culture. Even if gender quality is not explicitly consider, decisions made in the planning process will have an effect on gender equality. The question is not whether we intervene in local culture, but how. • Establish a constructive dialogue with partners • A gender analysis is required for all initiatives as it ensures that planning is based on facts and analysis rather than assumptions • Capacity of project planners to be innovative • When development initiatives start with a commitment to work toward greater gender equality, they can play an important role in increasing awareness of inequalities, in supporting a constructive search for solutions, and in enabling women to have an effective voice in this process Some organisations explicitly define and communicate values, principles, codes and behaviours that are valued and expected in their particular workplace. To achieve sustainable gender equality, an organisation’s culture will need to foster apporpiate attitudes, values and behaviours which support and are congruent with gender strategy objectives; sometimes, this will require cultural change.
