Role of Women in Management

Findings and Conclusion: This research shows that women are still unrepresented in top management globally. The difference in performance of the companies in the same country and same industry implies that diversity serves a competitive differentiator. Certain companies focus on gender diversity and others focus on ethnic and racial diversity but no company in the top quartile focus on both. Companies which have greater diversity are able to attract top talent, improve internal and external customer satisfaction, improve decision making and hence improve

(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

The status of Latino women in Latin American countries initiates the question as to why, in their career, they perform so well and what limits them achieving higher level positions. Women representation in the higher executive levels has remained light in comparison to males (Cárdenas, 2014). The cultural male attitudes create a machismo environment towards women, which hinder the woman’s path to more powerful positions (Cárdenas, 2014). This is a disastrous situation,

They said if the share of female bosses increased by only .24 percent, the gender gap would decrease by more than 40 percent. This is an interesting find as it shows that just a couple of changes could make a big move toward equality, yet we aren’t making those changes. The authors concluded the slow progression of women’s corporate jobs is due to the history of men dominating those

In addition, women are seen to be less committed to labor force participation than men. "High turnover rates and low productivity levels in females-dominated occupations" produce this stereotype (Adler 450). Gender stereotypes of this nature result in loss of opportunity for women to gain the necessary job experiences for advancement (Bell 67).

According to the statistics presented in the article, The Problem With Women In The Workplace Is Men, 50% of the US work force is comprised of women (Ferro, The Problem With Women In The Workplace Is Men). This data is simply an “illusion” of equality. The ratio between women and men in the workplace may be the same, but the distribution of men and women are not equal in all fields of work as well as the different rungs of management within specific companies. In fact, according to the article, How Men Drown Out The Voices

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.

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.’”

Oshagbemi and Gill (2003), in their study of UK male and female managers, reported that there were more similarities than dissimilarities in the management styles of the two genders. Also, in a New Zealand study in the manufacturing sector, McGregor and Tweed (2001) reported that female and male managers identified similar managerial competencies that they possessed. However, other research has argued that the gender of the manager does matter (Alimo-Metcalfe, 1998; Bass et al., 1996; Rosener,1995, 1996); that is, male and female managers do display different managerial behaviour.

Jacobson, Palus, and Bowling’s review explores if women are managed differently than men. This review takes a look at gender and how it affects or impacts internal management and external networking. The review found that women spend less time on external networking whereas men spend less time on internal management. The authors research the different method of management styles and/or techniques that differ between men and women in addition to the external networking styles and techniques. The authors research different management strategies based on a male perspective versus a female perspectives.

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).

Previous research into women in management is based on “assumptions of sisterhood and solidarity behaviour” (Mavin, 2006a).

Women have experienced a historic situation of inequality in the social as well as professional aspects. Women were normally the ones that would take care of children, do the chores in the house, and in rural areas; they would work in the field with the rest of the family. However, today’s women have become more self-sufficient and independent from the predominant male figure within every historical family. Gender inequality in the workplace is becoming less common; yet, gender is a factor that affects men and women. Especially women have been subjected to a historical discrimination that has influenced society to decide which job is more suitable for women than men. However women have confronted and tried to break down the barriers that