Role Of Women In

Management
Presented By : Tanmayi Marepalli
142318672021
MBA OU “A” Sec
St. Martin’s Institute Of Business Management
 Introduction

The presence and status of women in paid employment has improved dramatically over the last half
century. There is a strong business case for enhancing the contribution of executive women to the
achievement of organisational objectives. There is a parallel ethical, public good and humanitarian
case for the participation of women at executive level. Rising social expectations for equal opportunity
can no longer be ignored. Significant change will require a committed leadership focus to the
economic and broader performance dividend that can be achieved by attracting and retaining quality
women managers and optimising the contribution of women in management.

Over the last decade, an increasingly tight and globally competitive labour market has seen the
business community make genuine efforts to promote and retain women. A number of leading
organisations have adopted globally recognised strategies to facilitate gender diversity within their
workforces.

However, advancement toward gender equality at work has slowed since the 1990s for three major

reasons:

 People’s attitudes stopped becoming more gender egalitarian,

 Occupations stopped gender integrating, and

 The gender wage gap began decreasing at slower rates.

The shifts in managerial gender equality are extremely complicated — with progressive change in one
measure coupled with backward tendencies in others.

First, Women’s representation in management is higher than it’s ever been. Of the nearly 4.5 million
new jobs in management created since 1980, women have obtained the majority of them.

Second, The rise in women’s representation in management has been accompanied by a large
increase in the occupational gender segregation of managers. In 1980 not a single management
occupation was majority women. By 2010, however, we find that some occupations are female-
dominated while others are male-dominated. Female managers are concentrated in fields that
emphasize people-centered caring skills, while men are concentrated in fields dealing with
production-centered skills.

Third, The occupations where female managers were concentrated by 2010 were also those with the
largest gender wage gaps.
 Objectives
Objectives for placing women in management positions are as follows:

1. Women possess professionalism and leadership qualities.

2. Women bring in strong work ethic and motivate the team.

3. Women determine team growth and business advancement.

4. Women have good organisation skills.

5. Women possess attention to detail.

6. Women can advance company growth.

Need for Women in High Leadership

Despite the observed benefits, however, company leadership around the world remains unbalanced,

with women accounting for less than a quarter of management positions globally. The disparity is

even greater when it comes to higher-level management positions.

24/7 Wall St. analyzed data compiled by the research group LedBetter and discovered that of the 234

companies that own almost 2,000 of the world's most recognized consumer brands, only 14 of the

companies had a female CEO, while nine of them had no women at all serving in executive positions

or on their boards.

1. Promote a Welcoming Culture

2. Invest in Companies That Champion Diversity

3. Make the Results Public

 Hindrances to Women In Management
Women continue to encounter challenges when it comes to advancing in the workplace—and in many
facets of society. There are 10 important issues that are fundamental to women who are trying to
progress in business across the world.

1. Flexible Work Arrangements—Working flexibly is an issue for many women.

Flexible work arrangements (FWAs) define how, where, and when employees’ work, allowing them to
best manage their career and personal priorities.

2. Equal Pay—It’s 2019, and women still make less than men.
Research shows that even after taking into account prior experience, time since degree, job level,
industry, and global region, women MBA graduates were paid $4,600 less than men in their first job
after graduation.

3. Race and Gender Bias—Women of colour continue to deal with some of the workplace’s most
entrenched hurdles.
Working women of colour face a unique set of challenges that intersect across race/ethnicity, gender,
and culture.

4. Access to Hot Jobs—Why don’t women have the same access to career-making roles as men?
Today, women still get offered fewer of the high visibility, mission-critical roles, and international
experiences (what we call “hot jobs”) that are important to reaching the highest levels of leadership.

5. Role Models—There are few powerful examples of women role models in workplaces.
Research shows that almost two-thirds of women reported a lack of senior or visibly successful
female role models as a major obstacle to their career advancement.

6. Sponsorship—Not enough leaders are sponsoring highly qualified women by speaking up on

their behalf.
For women, sponsors—advocates in positions of authority who use their influence intentionally to help
others advance—are essential to ensuring career advancement and professional development.

7. Sexual Harassment—Women at all levels of employment and all levels of workplace are
affected.
Sexual harassment remains a widespread problem, and at least one-quarter of women having
reported some sort of harassment on the job.
8. Non-Inclusive Workplaces—Women often feel dismissed or ignored.
When women (or any employee) feel like outsiders in the workplace because of their unique
qualities or differences (e.g., gender, race/ethnicity, nationality, age, religion, sexual orientation), they
feel excluded.

9. Double-Bind—Women’s ability to lead is often undermined by gender stereotypes.

The stereotype that men “take charge” and women “take care” puts women leaders in various double-
binds. For example, women are judged as being too hard, too soft, and never just right.

10. LGBT Protection—Many LGBT women feel like “outsiders” in the workplace.
Misperceptions and exclusionary behaviour can make LGBT women feel like the “other” at
work, leading them to choose to stay in the closet by not disclosing their sexual orientation.

Women in High Leadership

Different expectations are held for male and female leaders. Women consistently are more
participative in style or more democratic than men.

Men get away with being more assertive and being more direct than women. When women behave in
a directive way, they get more frowns and scowls, and negative headshakes than positive
expressions.
 Conclusion
It is high time that women be treated fairly in organizations. Statistically, women are still assigned with
jobs that the managers think that are suited for a certain gender and not as an individual. Although the
pay gap is decreasing as years pass by, it still affects the worth of the woman because of lower
earning than her male counterpart.

Also women on their part should be more risk taking and not stick to their comfort zone. This
enhances their skills and also improves her seniority in the organization. Women should also make an
attempt at networking with other individuals whether male or female. Conservative countries do not
respond well to women who are open to interact with men, this is a bigger problem that can be solved
at a cultural level.

Organizations should also make sure where the exact problem of division comes by and have a
senior female leader than can improve the morale and be a positive role model to other women.