Gender issues within the organization There has been a rapid shift in the gender roles and perceptions over the centuries since the industrial revolution of the nineteenth century. More and more women have joined the workforce. There has been an equal increase in the magnitude of involvement of men in the domestic works that are traditionally considered the responsibility of the women…
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There has been a lot of debate about the effectiveness of women as managers. Women are stereotyped to be too delicate to give their best in the position of a manager since most organizations require the managers to be rough and tough in order to be effective. “W[omen] managers could be $13,500 a year better off a year on average if only they had a sex change. That is the penalty managers pay simply for being female” (Horin, 2009). A vast majority of the contemporary organizations are quite unlike the misogynist workplaces that were omnipresent in the 1960s. Despite that, there is a significant discrimination on the basis of gender in the workplace today, with the women full-time managers earning 25 per cent lesser as compared to the male managers. Although men working more hours than women is frequently identified as a causal factor of this disparity in earning between the women and male managers, yet it is not the only factor that explains the difference in earning. In spite of the women’s empowerment over the decades, gender-based discrimination is still a common factor that influences the organizational culture in the present age. Leila Abdalla is a General Manager who shares her experience of management in these words: “It’s never been a walk through the park to get to the top – and the challenges are more when you are up there because there are some people, who were not very comfortable working for me” (Kibakaya, 2011). There are many factors that make women too weak to be good managers. This paper discusses the gender issues at the workplace and supports the belief that women lack the strength for management. Women are very concerned about their impression on others. “Professional women often come to executive coaches to work on their perceived "weaknesses" in the workplace, with an express wish to change an undesirable behavior or pattern” (Doyle-Morris, 2007). It matters to the female managers a lot how others think of them. While it can be a good thing for a woman in her personal life because this lets her adjust herself according to people’s expectations to gain their love and admiration, this attitude is not quite suitable for a manager. Managers need to know what they are doing and should not care about what others think of them. Otherwise, they are not in a position to do what they think is right for the organization. Female managers display a lack of confidence in their abilities particularly when the circumstances become too tough. Men least care what others think of them. They do what they think is right and it does not matter to them how it affects their image. Such an attitude helps the male managers get through in tough times. Female managers are put off by the criticism that surfaces as a result of their actions while male managers are stubborn and determined. A manager has to take a lot of criticism for his/her actions. Every strong manager takes bold steps that may be found offensive by many employees and stakeholders. These steps are necessary in order to execute the strategies made by the manager. This requires a lot of boldness. One has to take full responsibility for one’s actions as a manager. In such circumstances, a woman manager is often not able to take the criticism. She backs off when the stakeholders threaten her. Bullying at workplace is not
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Cons: 3) The feminine style of management and, more generally, qualities traditionally associated with women are quite often adopted by men both intentionally and unintentionally; 4) any generalization risks to ignore exceptions, and in the case of the ability to listen the real number of equally attentive men is too great; 5) this statement seems to be mostly prescriptive instead of being descriptive, which bespeaks stereotypic thinking rather than reveals real state of affairs.
They have unique values, precedence and behavior. They take part in by dissimilar rules.
Scientists have come to believe that a few basic differences between them are genetic. It turns out that men's and women's brainpower, for instance, are not only unmatched, but the way they make use of them fluctuates too.
They did not follow any contraceptive methods, as the same were not available or discovered. The system of divorce was so complexes and was not within the reach of the poor in yesteryears. The women were not encouraged to learn education.
Emerging from the Feminist Social Movement in the 1950s, women start to play a vital role to contribute to the building of the society and economics. In a way, they are not stereotype as housewife, nurse or secretary anymore. In the gradually competitive economic environment, women fought their way to prove their ability not only in terms of managing a business organization, but encountering entrepreneurship.
The differences between lifetime experiences of poverty were created between men and women, and women as compared to men were more exposed to poverty as they had been used to see their mothers and grandmothers living in poverty without uttering a single word of complaint. (Howard Glennerster)
The best possible way to attain a better conclusion is to observe single parented families. But this reduces the scope of evaluating the drawbacks of men and women from the same perspective made use to evaluate them in separate situations. Anyway, parenting is most important,
However, when one looks more closely at men and women, one will find that they are not actually entirely different from each other. For instance, men have similar physical needs as women but there are also differences that make them uniquely distinct
This is depicted from the following data researched by Higher Education Careers Services Unit (Hecsu). 44.4 per cent of the men’s income was higher than £24,000 whereas only 30 per cent of women’s income was
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