Do Men Make Better Managers Than Women?

(Course Packet H ADM 2211) Stated recently, “Wal-Mart 's stores [have been found to] not post openings for managerial trainees, asserting that male managers often tapped other men for the management track.”(Greenhouse 2) This further proves the closed circle of selection, recruitment, and training for the management track fails to incorporate women into the field.

Gender oriented trends in the job market are telling of the how inequality between men and women has shaped a typical woman’s career. According to the United States Department of Labor, in 2015, managerial positions among men is the third most held occupation, just behind sales workers and truck drivers, while managerial

Gender relations - Do stereotypical mind-sets around gender relations lead to gender inequality in this workplace? Do work structures disadvantage women? Is there an alignment of managerial attributes with gender stereotypes, such that male attributes of competitive spirit and technical competence are given

This myth has been perpetuated throughout history and in result; we have barriers such as the glass ceiling in existence. If we were to pull up a list of the Board of Directors for any given company, the probability of it being a predominately male group is high. This notion alone shows how companies have continued to dwell in olds days where men are considered more capable than women. The Glass ceiling effect has continued to place barriers against women endeavor in achieving success in their careers and participation in their work place. Women have not been able to realize their potential in their work places since they are not offered equal chances as compared to their men counterparts who enjoy great opportunities in organizations. The fact that an organization is ran by men, may cause an adverse effect on the performance of men. Obviously, a man thinks differently than a woman. It is likely that a decision made by men only is likely to ignore the interests of women in the organization. This creates a domino effect because it affects the woman’s performance in business since they only get limited chances to learn, and limited job assignments that will enhance their skills. Hence, low or limited skills and experience will lower their overall

While women make up 46.6% of the Fortune 500 workforce and 51.4% of middle management, according to Catalyst, in these companies they represent only 14.1% of executive officers, 7.5% of the highest paid and only 4% of CEO’s Despite the fact that women have a foot in the door with 4% of all CEO positions of the Fortune 500, the rest of their frame is stuck in the entry level, which is 46.6% of the Fortune 500 workforce. The difference is not in men and women; it is in masculine vs. feminine ways of thinking and acting. Both men and women incorporate masculine and feminine approaches (Forbes).

I would like to start by mentioning that there may be decision making abilities and cultural differences that are affected by gender. Women are usually expected to be nurturing and less aggressive than men. Under attribution theory (ORGB), female managers may be less likely to attribute their success to their own abilities. It is not hard to guess that management may end up not having an entirely accurate assessment of a woman’s skills due to her modesty in that area.

There are so many different factors that go into the equation of what makes a good employee and a person's sex shouldn't be one of those. There are women who have managed to battle their way into the upper ranks and who have likely worked much of this out for themselves (Bellstrom, Kristen and Zarya 24). This shows us that women are determined to make something of themselves and that they will rise above any stereotypes or discrimination to make the workplace more diverse and equal for all. Robinson was asked how women effect the workplace. “Women definitely bring more diversity to business and a great amount of knowledge coming from a different viewpoint. They also bring a different emotional side to business which I think can be a good thing.” Are female customers more difficult to work with than male customers? “Typically no, not in this business. This is not a retail business. I would say that men ask more questions than women as far as accounting goes. I think this is because typically in the family dynamics of things, men usually handle the financial aspects of things.” said Robinson. In 1974, only four percent of all MBA graduates nationwide were women. In 1994 thirty six percent of the ranks of graduating MBAs were women (Haddock 24). Showing that women are hiking their way up to the top. That number has more than increased since then. Gender diversity in corporate businesses and top management groups has received growing attention from academics, investors, interest groups and professional research firms. Diversity is supposed to be a sensible approach to improve board effectiveness and performance (Labelle et al 1). In recent years, the issue of appointing more women as directors has also captured the attention of policymakers and research on gender diversity in the business establishment. The slow pace at which business is integrating gender diversity has started to get government involved (Labelle

This article reveals the disparities in the workplace due to gender stereotypes favoring men over women in executive positions. Women have a much more difficult path to obtain executive positions, and maintain them. This article helps by showing the number of high-level women in fortune 500 companies. U.S. Department of Labor indicates that women occupy more positions in executive and managerial roles. However, with closer examination of Fortune 500 companies, only two women occupy the position of CEO opposed to their

In a survey by Working Woman magazine in February 1993, with 2,250 peruses taking an interest, the most huge discoveries demonstrated how far ladies have come as well as how the experience, execution lastly the sheer quantities of ladies supervisors are shattering a large portion of the generalizations. Indeed, even before there were profession ladies, there were negative pictures of ladies with power. They were monster women, iron ladies, flirts; malicious controllers who conspired and plotted their way to the top. In the 1970s when ladies started entering administration in critical numbers, it wasn 't astounding that numerous ladies reliably said in studies that they would rather work for a man.

Women are often seen as having the less desirable characteristics of managerial jobs. They are seen as less self-confident, more emotional, helpful, sympathetic, less analytical and less consistent persons. While men are seen as more aggressive, decisive, dominant, active, competitive, logical, self-confident individuals. They possess more leadership abilities than women (Oakley, 2000). Also, the physical appearance and way of dressing can serve as a barrier to advancement. Women try to overcome these differences by accentuating and imitating male characteristics and lessen their feminine aspects (Oakley,2000). When women dress themselves in a more conservative way, “the male way”, they are perceived as inauthentic. If they dress in ways that

Contrary to the above findings that male and female managers consider themselves to share similar competencies, other studies have observed that women and men in management positions do perceive themselves differently. Female managers participating in these studies indicated that they believed they were more innovative (Bass et al.,1996) and better at getting the job done and setting

I think managers can benefit from understanding gender differences. The differences don’t make one gender better than the other. Women can be good managers, excellent engineers, research scientists and doctors. Conversely, men can excel in professions that are traditionally filled by women, like teaching elementary school, nursing, and being the stay-at-home parent. I have noticed differences in how men and women manage and make decisions. According to Simma Lieberman, men and women use different processes in leadership and decision making (Lieberman, n.d.). Men are more task oriented and process internally while women are more relationship oriented and process by thinking out loud (Lieberman, n.d.) Women lead by consensus, men make their decisions with input from a select few they trust (Lieberman, n.d.). However, in a meeting, men will typically talk more than women and take up more physical space than women. In order to be viewed as equals, women need to assert their physical space and participate in the meeting (Lieberman,

Since the 1990s, advancement towards gender equality has slowed for three main reasons: people's attitudes, occupations, and the gender age gap (Scarborough, 2018). Data was collected to figure out if gender equality played out in management by examining three major factors: women's representation in management, the occupational gender segregation among managers, and the gender wage gap across managerial positions (Scarborough, 2018). It was found that women's representation in management positions is at an all-time high with 4.5 million new jobs created since 1980, women obtaining a majority of them. However, with the increase of women's representation in management, there has been an increase in occupational gender segregation of managers. In 2010, it was discovered that there were female-dominated and male-dominated occupations with female managers concentrating in people-centered caring skills and men concentrating in production-centered skills (Scarborough, 2018). Keeping in mind these issues from the past, it is also critical to recognize the challenges we face

As a result of the existed stereotypes and prejudices about women, the word manager is still linked with male characteristics (Wirth, 2001). Women, who enter male-dominated professions are often trying to adopt themselves to the work environment and expectations that were created by men (Wirth, 2000).

Gender in Management: An International Journal Vol. 26 No. 3, 2011 pp. 220-233 q Emerald Group Publishing Limited 1754-2413 DOI 10.1108/17542411111130981