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The aim of this study is to describe and partially explain how management is shaped in female-dominated social care and education services and male-dominated technical services, and how this contributes to creating and reproducing a gender system in municipal organizations. This was achieved by interviewing male and female operative managers in social care and education services and technical services. The managerial work of operative managers was also problematized in relation to activities at other organizational levels – the operational versus the strategic. The theoretical fields used in the study are primarily those having to do with organization and gender. I describe how power structures like sex and gender influence the construction of management; for example, genderized environments generate managerial action patterns, resources, and organizational prerequisites. The analytical results show that managerial work in social care and education services differs in practice from managerial work in technical services. Social care and education services have poorer organizational prerequisites for social interaction among organization levels than do technical services. The discrete prerequisites for managerial work make it more difficult for operative managers in social care and education services to support and interact with staff at the operative level than it is for operative managers in technical services. Operative managers in social care and education services also find it more difficult to actively influence the decision processes than do operative managers in technical services. When operative managers in social care and education services are cut off from strategic decisions and prevented from showing and explaining their needs and activities, the gender system in municipal organizations can be reproduced in the shadows.