Abstract
In this research we are examining the relationship between male and female attitudes towards female mangers, gender identity and their career aspiration. In order to do this research, we had to collect data from 89 females and 87 male’s students of organisational learning and development, also we had to compare what factors are strongly impacting on the attitudes towards female managers. This research will analyse the correlation between the male and female scores for acceptance, ability, aspiration, masculinity and femininity of the attitudes of male and female towards female managers. The result of the research shows that there are significant differences between male’s and female’s attitudes towards female managers due to many
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however, there are many significant barriers that impact on female managers in attaining top level of managerial position, these barriers include political, economical, legal and cultural factors which will limit their entry to high management positions. From the research of (Bem 1974) it shows that both femininity and masculinity scale is believed to be containing 20 percent of personal characteristics of the male and female, these characteristics are believing to be based on the sex-typed social adorability. Past research of (Cortis and Cassar 2005) indicates that there is no significant difference between male and female attitudes towards female manager job involvement, they state that female managers have a strong commitment towards their job similarly to male managers. However, it also indicates that there are two issue which concerns female managers, such as ageing and martial status, where 50 percent of female managers prefers to be younger then their male team members and they strongly prefer to be single. Further more (Cortis and Cassar 2005) research shows that males and females have significant difference in attitudes towards female managers, where females have favourable
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
"Women's advancement often stops short of the general management level" as a partial result of discrimination by white men in positions of power, which include the differences of developmental job assignments they are afforded (Ohlott 46). "Developmental job assignments have been found to be one of the most important factors in preparing both men and women for upper-level management positions" (Ohlott 46 - 47).If women do not experience these same job assignments, they may be less prepared than men for handling future upper-level management jobs. These types of job assignments lead to high-level positions, make managers more visible, and prepare them for future jobs. With men being in the top ranks of organizations in most cases, they are less likely to assign these challenging tasks to female subordinates (Ohlott 49). "Organizations more often move women into staff positions and out of functions central to a business" mainly because those making the staffing decisions are more interested in advancing their own careers (Ohlott 49).
Nadler and Stockdale mention how women face the most challenges in receiving higher positions in the workforce (282+). Nadler and Stockdale claim that women are viewed as competent, but individuals who are both competent and likeable are most likely to be promoted (287+). Nadler and Stockdale declare, “Women endeavoring to succeed in a masculine work role, such as upper management, currently face obstacles based on their perceived gender role” (283+). Women who succeed in earning a managerial position will have to eventually pay the cost of receiving that position (Nadler and Stockdale 282+). Many women will postpone relationships or having children to succeed in the workforce (Nadler and Stockdale 282+). Nadler and Stockdale add that women
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
A)Adaptability in this study is defined as being able to adapt to new or changing conditions in the workplace. B)This study was conducted in order to see how much women had to dedicate and work in order tot get to a managerial position. A voluntary survey was handed out to women in both management and those not in management in a financial career in Australia. Most were adult married educated women with no kids whom work more than Fourty hours a week. There were four aspects that were measured in this study: what position they help, how much money they made, how many people did they manage, and how many promotions they received. Mediator regression is what was used in order to find the relationship between the position the women held compared tot heir individual personality types. What was shown was the three most important attributes women much have to have a better chance at a managerial position was ambition, masculinity, and adaptability.
The research study known as, ‘Women in the Workplace 2016’, conducted a survey through LeanIn.org and McKinsey & Company. Although not relating directly to the government workforces, the indicated research reveals significant statistics in reference to the inequality of women in America. The survey is given to over 30,000 employees to uncover their attitudes on gender, job satisfaction, ambition and work-life issues. “For every 100 women promoted to manager, 130 men are promoted.” The higher the position in careers, the less women are able to acquire high; manager or CEO positions for many reasons and one of them is that it is more difficult than men when discussing with others regarding a promotion. “Women are negotiating as often as men—but face push back when they do. Women who negotiate for a promotion or compensation increase are 30% more likely than men who negotiate to receive feedback that they are ‘bossy,’ ‘too aggressive,’ or ‘intimidating.’”
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
Various issues and in organizations, but discrimination and racism are the ones that still continue to be prevalent (Badawi & M., 2012). However, this paper focuses on the discrimination issues, especially those of the female gender. The problem is that female managers and supervisors are perceived more negatively than their male counterparts due to gender stereotyping. Facts obtained regarding this issue have been derived from the findings of research studies conducted in the past, as well as from results obtained from preliminary interviews
Also, women do experience a strong gender bias when being considered for promotions on both their level of performance as well as their potential impact. Moreover, unfortunate assumptions are sometimes made about women’s ambitions and abilities. Research has shown that women do not excel sufficiently in their career due to assumptions about their ambitions such as them having less ambition and a lesser commitment due to family responsibility. Yet, in reality women and men hardly differ in their ambitions. Furthermore, women struggle with so-called second generation gender biases, which are “powerful yet often invisible barriers to women’s advancement that arise from cultural beliefs about gender, as well as workplace structures, practices, and patterns of interactions that inadvertently favour men”. (Patel, G., 2013, pp. 10)
preceding study has shown that female managers bear from role conflict and role ambiguity (Terborg, 1985), which brings with it force felt from tokenism (Rosen, 1982; Davidson and Cooper, 1983; Offermann and Armitage, 1993) isolation (Nelson and Quick, 1985; Davidson and Cooper, 1985) and not feeling completely accepted by their gazes (Kanter, 1977). The lack of feminine function forms (Davidson and Cooper, 1983, 1985; Terborg, 1985), the need to prove themselves (Davidson and Cooper, 1983) or to emulate the male function (Clark et al., 1996) are supplemented pressures discovered to be associated with feminine managers, and can be attributed to
Organisations nowadays are becoming more diverse through recruitment and they must respond to the pressure faced by this diverse workforce, especially the increased participation of women in the workplace (Wirth, 2001a). Conversely, organisations must take into account aspects enhancing women’s career development (Burke, 2002). Factors that help women advance in organisations have been identified but are yet to be tested (Knorr, 2005). The purpose of this paper is to examine the effects of the organisational factors that help women’s career advancement in the workplace but also explore any further organisational or social
The process to ensuring equality between men and women started a few decades back. However, despite the steps taken towards equality, we are still far from been able to say that equality exist regarding women right to gain entrance to all spheres of society (Fabrega, 2009). Women experience stronger boundaries and thus depend on various techniques for advancement and pay contrary to those of their male colleagues (Lyness and Thompson, 2000). Also, women are often discriminated in different forms such as wage gaps, lack of promotion, sexual harassment, career development opportunities denial and job segregation. Bartol, 2003; Cleveland, 2000; Powell, 2003 asserted in their research on gender and management, that the issue of women in management have become polarized or marginalized. In other words, it can be said that there is a glass ceiling preventing women from career advancement. This is because in our present day world, women are been stereotyped as not been capable to take high level position (professors, managers, Engineers). Therefore, this paper will explore the workplace barriers that women face in areas such as pay gap and promotion particularly in higher education.
Historically, women have been facing many socio-cultural factors in order to be integrated to a world principally designed by men and for men. One way to describe this situation has been called the Glass Ceiling, by definition an invisible but real barrier founded on attitudinal or organizational bias in the workforce that prevents minorities and women from advancing to leadership positions. This paper gives an overview of the principal reasons for this behavior based on previous studies, analyzes some approaches to handle them as well as possible actions that allow women and other minorities smash the glass-ceiling effects, and finally, it suggests some directions
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