Social movements of women seen through social management theory

study of the academic literature on social movements with participation of women in Tocantins

Resumen

Women's social movements are formed as networks of collaboration and neighborhood (SACCHET, 2009) and later are formalized as associations, cooperatives, NGOs and Social Organications of Public Interest. Throughout this process of formalization, it is necessary to glimpse whether the forms of organization of these groups of women reproduce the ideals of traditional strategic administration or bring with them practices, principles and objectives linked to Social Management. According to Cançado, Tenório and Pereira (2011), these would be: collective decision-making, dialogue, intelligibility, transparency and emancipation. There is significant literature documenting the differences between male and female management styles. Buttner (2001), Chao and Tian (2013) and De Mascia (2015), for example, report that women managers had more relational skills, greater ability to work in teams, and greater focus on integrative strategies in conflict resolution. Other characteristics of the female management style would be informality/accessibility (CUBA; DECENZO; ANISH, 1983) and the incentive to participation (BOWEN; HISRICH, 1986; NEIDER, 1987; BRUSH, 1992). It remains to be found in women's social movements if there is a predominance of women's management styles and if these styles resemble the principles of social management. The objective of this study is to verify among the social movements with female participation in Tocantins if there are in their management practices traces of Social Management. The survey of the existing movements was made through search in the academic databases Scielo, IBICT and Proquest. The methodology is qualitative, based on literature review on the subjects in question.