Hostile_work_environment.com

In this paper I discuss the behaviors and efforts of the male employees of one small software development company, which was born and died during the gold rush mentality that captivated many start-ups during the Dot.Com Bubble. From evidence drawn from interviews, observations, self-reported organizational charts and time diaries, I argue that the organizational culture, created by the original and managerial employees of this company, made it nearly impossible for female employees to be hired. I also claim that once a few female employees were hired, the organizational culture made the work environment so hostile that it drove them to leave and seek alternative employment. I argue these points from both a social constructivist and an individual differences theoretical points of view. The conclusions that I draw from this case study are that the Dot Com Bubble did more to impede women from the IT workforce than to facilitate their entrance.