In the critical review of the book “Ethics of MANAGEMENT” written by Tomas Klikavar (2010), the present article has paid attention to the general approach of the author, the conceptual tools used, and the way of reasoning. According to the author, MANAGEMENT, especially business MANAGEMENT, due to the importance it attaches to the survival of the organization, has placed its fundamental principle on increasing benefit and earning profit, therefore, morality is not its fundamental issue, and it can even commit immorality in some cases, according to the necessity of tendencies and dispositions . As a theoretician of MANAGEMENT ethics, from a historical point of view, the author has tried to show that business MANAGEMENT has always been associated with unethical experiences, an experience that has continued until the present day as a kind of modern slavery. He believes that MANAGEMENT ethics as an inter-discipline, which is considered a branch of MANAGEMENT knowledge in terms of its subject, must be more intertwined with philosophy in practice. Finally, although the author has been able to show the inherent contradiction of MANAGEMENT, especially business MANAGEMENT, with ethics and provide a solution based on this, the fact that the author has succeeded in presenting a different theory in the field of “MANAGEMENT ethics” is a matter of doubt and reflection.

Gender socialization, as one of the most basic types of socialization, affects a person's individual and social life, including the stability of his or her marital life. The aim of this study was to explain the relationship between gender socialization and divorce between 178 divorced WOMEN and 222 WOMEN with emotional divorce, which was conducted by survey method in Bandar Abbas. This study used biological and social theories to explain gender socialization and theories of structural functionalism and the love triangle to explain divorce. In the present study, simple and stratified random sampling proportional to volume was used for WOMEN with emotional divorce and chain sampling was used for divorced WOMEN. Questionnaire data were collected through interviews and face validity was confirmed through literature review and expert judgment, structural validity was confirmed by factor analysis and its reliability was confirmed by Cronbach's alpha. The results showed that gender socialization of 29.4% of divorced WOMEN and 70.6% of WOMEN with emotional divorce is traditional, and on the other hand 60.2% of divorced WOMEN and 39.8% of WOMEN with emotional divorce, Had a modern gender socialization. According to the results of Chi-square test, there is a significant relationship between the type of gender socialization of WOMEN, gender values, gender inequality and power relations with the type of divorce. Accordingly, WOMEN with emotional divorce have a more traditional outlook than divorced WOMEN.

WOMEN"s MANAGEMENT has brought up admirable achievements in the organizations of different countries. But in most of the government organizations of Iran the tendency is toward appointing male managers. It seems the reasons of such selection are more gender factor rather than capacities and abilities of appointees. According to MANAGEMENT theories, there are many factors behind the issue. This article aims to answer the question of:" With the improvements in WOMEN"s education and social participations in recent years, why WOMEN do not have access to managerial positions in the government?" Factors of organization"s culture, male managers" attitude toward WOMEN and their managerial skills have been studied. The findings provide evidences on negative attitudes of male decision-makers about WOMEN"s abilities for MANAGEMENT. Also, organizational culture does not favor the presence of WOMEN at the MANAGEMENT level. In addition, there is no significant difference between male and female managers in their cognitive skills.

The principal objective of this study was to identify the experiences of, and issues relevant to, WOMEN in senior police MANAGEMENT with a view to identifying barriers and opportunities for WOMEN who reach senior MANAGEMENT positions (i.e. , at the level of Inspector or above, and equivalent non-sworn levels). Male and female participants, both sworn and non-sworn, from all Australian police jurisdictions were mailed a questionnaire which included a wide range of questions regarding personal characteristics and experiences within the police organization. These included issues such as career barriers, self esteem, organizational commitment, experience with mentors, and personal and professional development opportunities. A total of 127 questionnaires were returned. The findings suggest that WOMEN experience discrimination and not being a part of ‘the men’s club’ are barriers to their career. In addition, the conflict between work and family due to inflexible working hours was more of an issue for WOMEN. On the other hand, there were many similarities between male and female managers which may be due to the fact that WOMEN in this study had already successfully negotiated through a strongly masculine organization and had adapted to the culture. Recommendations are provided to assist in the MANAGEMENT of diversity in police organization.