Abstract
The aim of this study is to compare the structure of a number of operating companies of a multi national conglomerate using the Pugh/Hickson et al. method of analysis and to investigate the impact of the structural variables so identified on the career patterns of female managers within these organisations. While it was discovered that many of the variables were constant across all organisations in the study, due to the influence of the Head Office of the conglomerate, considerable variations were found to exist, particularly on the scales of specialisation, formalisation and configuration. In order to compensate for the emphasis of this structural analysis on the formal organisation,the career patterns of these women is further studied in the light of Tom Burns' concept of interacting social systems, and the impact of the formal, career and political systems is considered through the use of interviews with various employees of the different organisations. It was discovered that particular aspects of the political system, broadly defined, had a singularly important influence on these female managers. This study includes a historical background to the field of women in management, and contrasts the role of female managers' in the industrial sector with the Civil Service.