tailieunhanh - ILO PARTICIPATORY GENDER AUDIT: A tool for organizational change

As organizations move ahead with their virtualization programs, they need to understand the security and audit implications in the layers and features presented by virtual machine farms, and their VMMs (virtual machine managers). For starters, virtualization introduces a new layer known to most as Hypervisor, which is VMware’s virtual machine manager. Virtualization also creates a new environment in which virtual machine systems—connected via virtual network interfaces, virtual routers and virtual switches and traversing virtual network paths—are dynamically. | International Labour Office ILO PARTICIPATORY GENDER AUDIT A tool for organizational change WHAT IS AN ILO PARTICIPATORY GENDER AUDIT A participatory gender audit is a tool and a process based on a participatory methodology to promote organizational learning at the individual work unit and organizational levels on how to practically and effectively mainstream gender. A gender audit is essentially a social audit and belongs to the category of quality audits which distinguishes it from traditional financial audits . It considers whether internal practices and related support systems for gender mainstreaming are effective and reinforce each other and whether they are being followed. It establishes a baseline identifies critical gaps and challenges and recommends ways of addressing them suggesting possible improvements and innovations. It also documents good practices towards the achievement of gender equality. A gender audit enhances the collective capacity of the organization to examine its activities from a gender perspective and identify strengths and weaknesses in promoting gender equality issues. It monitors and assesses the relative progress made in gender mainstreaming and helps to build organizational ownership for gender equality initiatives and sharpens organizational learning on gender through a process of Team building Information sharing Reflection on gender Follow-up action on the gender audit s recommendations is crucial and this is where the ownership of the audit by the Work Unit Office is important in advocating intervening and scaling up action. Often a gender audit works as an entry point for discussing wider substantive and operational concerns. Several beyond gender issues become highlighted such as the organizational culture of overwork long hours at the office time pressures the bead curtain syndrome where people are only in contact vertically with their superiors and peers and the lack of proactive structures for sharing learning and adapting.

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