Business Ethics

Ways to climb corporate Ladder

By V.Arun Kumar Roll.no: 05 Finance-2

• What is Corporate Ladder? To move up in the hierarchy of a corporation we need a support. If someone "climbs the corporate ladder" to the top, they started out at the bottom (stock boy, mail clerk, etc) and ended up at the top (CEO, CFO, vice pres., etc.)

Corporate Structure:

STEPS IN CLIMBING UP THE CORPORATE LADDER: STEP1: Go where the growth is, even if this means making a lateral move. The old saying that “a rising tide lifts all ships still applies”. STEP2: Build a good network within the company so you'll be alerted of openings before they're announced. Rumors of reorganizations usually seep out early. Pay attention to them and follow up. STEP3: Interact with managers other than your direct supervisors. The more people are aware of your skills, the better. STEP4: Take risks. Business columnist Bob Rosner calls volunteering for difficult assignments "the express lane to corporate success." But beware of suicide missions. Analyze whether a challenging assignment is merely difficult or probably impossible. STEP5: Concentrate on making your immediate supervisor look good. Carry a weak boss on your shoulders if necessary and don't complain about it. Over time, the truth about your contributions will come out. STEP6:

RESEARCH PROCESS • Experimental Research:   Is there any evidence that women are preferentially selected for challenging leadership positions

Interim summery:   • People are indifferent to the risks that women face in glass cliff positions  and indeed see them as potential opportunities. • But these opportunities come at a price…   The Gender wage gap: • Economic literature suggests that managerial pay is closely related to corporate performance, especially for pay elements such as bonuses and incentives.   • Psychological research into the romance of leadership suggests evaluation of leaders is also linked to attributions of power and agency. Research suggests that these processes are dependent on gender.   •Evidence shows that men and women are evaluated very differently when it comes to performance, especially at work. The same action carried out by women is seen as less positive than when it is carried out by a man.   Very different stereotypes apply to men and women –while men are seen to be intrinsically powerful and able to effect change, women are more likely to be seen as warm and friendly  

Performance Based Pay?   • Men and women are evaluated differently when it comes to performance • This evaluation is translated into pay differentials. • The term ‘performance-based pay’ only applies to men –it is a misnomer for women. Implications:   • Pay differences affect perceptions of competence and willingness to accept influence –reinforces gender stereotypes. • People’s value in the workplace is based on their pay. • Lower pay may also hinder women’s chances of promotion.   Indifference:   •If female executives are neither rewarded nor punished for their work what does this communicate? •Women have limited organizational agency. •How they perform doesn’t matter. •Generally reflects and communicates organizational apathy and indifference towards women.

Conclusions:   • Discrimination used to be more overt –women were unable to take on leadership positions, and gendered pay differentials were intrinsic in pay procedures. • The first stage of addressing gender discrimination focused on numbers –the number of women in organizations, and the amount of money they are paid. SECONDARY DATA Cases: • In an article out of The CPA Journal, titled Executive Women in Finance, author “Charles Eldridge” . Article:   Climb the corporate ladder by raising your external profile By Jonathan Lurie Builder.com

• Experts’ opinion about the topic: Don MeijCEO & Managing DirectorDomino’s Pizza Enterprises Ltd: From pizza delivery driver to CEO and Managing Director of Australia’s largest and only publicly-listed pizza chain. Don has proven that passion, dedication and a keen business sense mean everything when it comes to climbing the corporate ladder. The largest Domino’s franchise for the international brand in the world, Domino’s operates over 665 stores across Australia, New Zealand, France, Belgium and the Netherlands.     Michael Burke ManagingDirector Liquid Interactive After graduating from QUT in 1994 with a BA (music), Michael worked as a music composer, musician, sound designer, sound engineer and event producer before joining leading animation and digital production studio Liquid Animation in 2001. In 2007, Michael founded Liquid Interactive, whichengages in a wide range of innovative online projects in the Advertising, Games, Mining and Education industries.    

Kerri-Anne WestonMarketing DirectorDreamy Donuts: A five time Olympic medalist, Kerri-Anne is a woman of incredible drive and passion.From their Brisbane kitchen, Kerri-Anne and her husband Grant developed Dreamy Donuts from concept to reality over the last three years.They are franchising Dreamy Donuts throughout Australia and New Zealand, and currently have nine franchisees in operation in Queensland and New South Wales.      Sharon Wild Strategy & Marketing Director e-JazPty Ltd Co-founder of niche internet-based services provider e-JAZ, Sharon’s vision and constant desire for innovation has seen the business grow and prosper at a rapid rate. Offering five unique internet-based services, Sharon’s primary focus, motivation and drive centres around what has grown to become Australia’s largest online jewellery store, Gillett’s Jewellers.  

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