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The widest framework available for the treatment of language problems is offered by sociolinguistics. The author of the article begins by introducing sociolinguistics, & claims that one of its four basic thematic clusters, which he calls 'Sociolinguistics IV,' is fully devoted to language problems. Mainstream Sociolinguistics, a US-based social network that has made a fundamental contribution to sociolinguistics since the 1960s, developed a version of 'Sociolinguistics IV' that is known as Language Planning. It is in confrontation with Language Planning that the theory of Language Management grew in the 1980s & 1990s. This paper briefly discusses the contribution & problems characteristic of Language Planning & outlines the main features of the Language Management theory. Among these, special attention is paid to the process of language management, which develops out of deviations from norms, whereby some of the deviations are noted, some of the noted deviations are evaluated, & certain adjustment plans are considered & implemented. Finally, the paper suggests that the Language Management theory could perhaps make a valid contribution to other social science disciplines, such as sociology or political science.

In the article, issues relating to the sociopolitical measures aimed at increasing flexibility in managing the relationship between the spheres of work & family on the individual level of life strategies are examined within the framework of the gender theories of organization. The environment of management is described as a gender regime in which an organizational masculinity functions. This a priori establishes unequal conditions for the formation of women's career patterns. On the basis of a case study of the life strategies of women in managerial positions & other results drawn from research on the management environment from a gender perspective, the author identifies strategies employed toward women, who in the management environment are in the position of tokens, by the gender regime & its actors in the highest positions of the organizational hierarchy, & identifies the strategies that in connection with these conditions are created by women who desire to succeed in an environment set up in this way. The certain degree of flexibility that on the individual level can be achieved in the management environment is founded on a gender contract, which in the end continues to disadvantage women because it emerges in connection with the given structure of set rules of the environment. If flexibility is to be introduced as a nondiscriminatory mechanism, organizational masculinity as such must be called into question.