Many feminist academics have noted the existence of cultural barriers in their analyses of specific organizations [1]. Other writers have concentrated their efforts on decoding organizational culture for its genderness and have explored different approaches of problematising gendered cultures (

There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place within a feminist theoretical framework which acknowledges inequalities of power, economic and patriarchal interests. Management skills are socially constructed (Phillips and Taylor 1980) and change according to social and economic conditions. The article shows that business function is the most important influence on management style. The author contends, like others, that even in times of great change, men seem to be able to hold on to the most powerful positions in organizations (Cockburn 1986; Savage and Witz 1992; Collinson et al. 1990). The convergence of patriarchal interests with business interests ultimately determines what style is valued. The much vaunted feminization of management (Rosener 1990) does not mean that more women are to be found in senior positions in organizations. Nor do large numbers of women managers necessarily lead to a more feminized management style (Kanter 1977). Stereotypes of women still act against their acceptance into positions of power while men's ability to adopt some of traditionally feminine skills of communication means that women's supposed advantage (Rosener 1990) may have been leapfrogged.

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Drawing on Weberian theory of social closure, this article explores how the long hours culture fostered in so many British organizations may act as a means of social closure to exclude women managers from senior positions. The research, conducted in eight different divisions of two UK companies, an airline and a merchant bank, shows that access to the resource of time is vital to be a successful manager. Women are less likely to have equal access to time because of the gendered division of domestic labour, and indeed men's time is often made available to them by their partners at home. At a time when women can offer almost everything that men can in terms of ability, skills and experience, time becomes the differentiating feature which makes men more likely to achieve promotion. The research shows the convergence of patriarchal and organizational desires/interests.