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ogressive job positions exists, indicating that there are a number of unseen issues and opinions being made below the surface and continue to remain invisible. (Hesse-Biber and Carter, 2005:75-78)

A recent research study of female engineers in the work environment was conducted in an attempt to illuminate this complex ‘in/visibility paradox'. The women engineers could be seen to be at once both ‘visible' as women but ‘invisible' as engineers. This contradiction then adds yet another element to the discussion, but also helps to explain why it is difficult to retain women in Engineering roles. Their ‘invisibility' as engineers can be attributed to the fact that they require considerable effort to be taken seriously in this particular job, thus undermining their overall confidence. As ‘visible' women they face enormous contradictory pressures to ‘become one of the lads', whilst maintaining their femininity and these in/visibility dynamics get taken for granted at the same time as building a cumulative and problematic outcome, not least because they are subtle and taken for granted. (Faulkner, 2009:169-189)

Similarly another recent relevant journal article relays the findings of a small-scale project which involved a study of men who moved over into what has traditionally been considered ‘women's work'. One immediate outcome apparent in all ten men was experiencing the challenges of feeling emasculated and having their masculinity queried in a number of ways and in a variety of situations. The way in which the men managed these challenges is particularly interesting as they all attempted to maintain their masculinity and their traditional persona associated with masculinity by distancing themselves from their female co-workers. (Cross and Bagilhole, 2002:204-226)

Thus potentially making themselves ‘invisible' to the situation. This provides some further interesting light on the notion of visibility and invisibility in organizational structures.

That men resolutely continue to re-enforce their gender and identity regardless of whether it is challenged or not, but in such a way that they make themselves invisible in the process. Might this then suggest that men will go to any lengths to maintain their dominant gender, even when they are performing those roles traditionally considered ‘women's work'? Whilst it may also represent juxtaposition for the behaviour of women, often criticized in the work place for their defensiveness or ruthless behaviour. Perhaps women in turn are masking their femininity in a bid to be taken seriously or remain ‘invisible' as they feel threatened by the challenges men pose.

结论-Conclusion

What can be concluded from this complicated analysis is that it still remains difficult to determine whether invisibility exists, or whether it is a means of simply not seeing or acknowledging gender differentiation. Are male workers unaware of the fact that they are inherently patriarchal, or is it women who continue to see them in this way as they traditionally remain challenged and psychologically subjugated by their male co-workers? This might then suggest that there is no real suppression of gender taking place in organizations, but rather most women and men are defensive about their jobs and careers. This is a highly problematic area that continues to demand further research and a ‘rethinking' of gender stereotypes for both