Women In Management Positions

Women in Management positions Women around the world have achieved higher levels of education than ever before and today represent more than 40 per cent of the global workforce. Yet their share of management positions remains unacceptably low, with just a tiny proportion succeeding in breaking through the glass ceiling. And those who have reached these positions are constantly faced by a lot of challenges from the environment and their male colleagues. The representation, although miniscule, of women in companies in leadership positions are increasing, be it the top or middle management Issues: 1. Slower career growth: the persistent stereotype of managers being male is a key issue in bringing more gender equality into career paths. Moreover, slowness in career of women also stems from the fact that they typically move into support functions rather than line management, which lead to senior positions. The cause could be attributed to the perception that women might not be committed to their careers, would not be willing to transfer and relocate and are not competent enough. The true picture is just the opposite. Survey shows that women are equally competitive, are committed more than men, and have refused relocation lesser than men (Linda Wirth -2001 pp.104) 2. Different management style: Women say is that they are dismissed because of their gender and their different, yet authentic, style. A woman raises an issue or makes a point at a meeting and is ignored, but when a man then restates it, everyone pays attention and addresses the issue. Research continually shows that women are interrupted and/or dismissed in public, in boardrooms and in general gender-mixed discussions many more times than men 3. Tested: The typical scenario goes like this: "A woman walks in with her male associate (who happens to report to her), and it is immediately assumed that he is her boss. Not only that, but even when they figure out that she is the boss, she have to go through this process of being tested on whether she knows her stuff, how she made it to the top, does she have the 'right' experience, etc." Everyone has experienced being "tested", but usually when a man is tested, the basis for the test is not simply because he is male. But for a woman, this is not generally the case. 4. Excluded, avoided: The relationship building meetings are invariably guys stuff- the golf, drink at the bar etc. Women feel excluded from these events and find this limits their ability to network and have mentoring opportunities where they could contribute and learn.

Ensuring effectiveness: Any attempt to ignore the differences or "make them go away" is doomed to fail, and rightly so. What is called for, and all-too-often lost in the debate, is an approach that allows men and women to maximize their respective strengths in the workplace and to recognize that true competitive advantage lies in an ability to allow those strengths to coexist in a co-operative, supportive and aware workplace. Those organizations best able to abandon the "battle of the sexes" in

favour of a cohesive and focused team approach will inevitably emerge as the leaders in the new, and gender-awareness improved, millennium. Steps at workplace: 1. Sensitization: Gender sensitization typically focuses on making managers gender sensitive and convincing them of the value of gender equality for the future of the firm or organization. What men could do? • • •

Communicate with women individually, rather than as members of a stereotypical group Use general humour, including self put-down humour, rather than sexual humour Managers held accountable for women’s advancement under them

2. Evaluation : Companies need to develop mechanisms to measure change, evaluate strategies and assess their own progress in eliminating glass ceilings. Employers may consider that this entails cost and constitutes an administrative burden. However, the economic advantages of promoting women and using their resources to the fullest warrants such an effort. 3. Commitment and accountability: Real change in organizations, especially in terms of social perception, requires conviction and a determined commitment from the very top. Women want respect from men. Women want recognition of their intelligence, multidimensional nature, dependability, stability, good judgment, and skills. And a company which supports suck kind of behavior is surely going to go a long way in harmonizing the relationship of men and women at workplace.

http://findarticles.com/p/articles/mi_m0843/is_1_31/ai_n10016760/pg_2 http://www.witi.com/careers/2004/genderdiffs.php)

Breaking through the Glass Ceiling: Women in management Linda Wirth 2001, XVI+186 pp. ISBN 92-2-110845-7