Individual Organizations Must Break The Glass Sociology Essay Example
Individual Organizations Must Break The Glass Sociology Essay Example

Individual Organizations Must Break The Glass Sociology Essay Example

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  • Pages: 16 (4363 words)
  • Published: August 26, 2017
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Womans are sing jobs with get the better ofing the glass ceilings that organisations hold today. The glass ceiling affects adult females in the workplace from all facets of their occupation responsibilities. Organizations are at mistake for holding glass ceilings, which must be broken for adult females to go equal opposite numbers to their male coworkers. Glass ceilings will go on to impact companies negatively externally from the clients and internally from the adult females employees, if the job is non solved. The glass ceiling issue can be resolved through implementing minor alterations to the organisation 's concern norms.

Keywords: Glass ceilings, adult females, difference between male and female executives, organisational civilization, development chances, emphasis, occupation tantrum, & A ; cultural tantrum

Glass Ceilings: Why and How Individual Organizations Must Break the Gla



One of the most hard jobs organisations face today is the issue of gender favoritism in the workplace. The development of gender favoritism started before adult females foremost entered the work force when traditional gender functions and stereotypes were assigned to adult females. Today, adult females are still fighting with the effects of embedded gender favoritism from their organisations. Womans are sing trouble when they wish to be promoted to the following degree of direction in their calling or earn rises, and this trouble increases as adult females try to make the top of the organisational hierarchy. This challenge that adult females face with publicities and wage additions is called the `` Glass Ceiling Effect. '' To an extent, each organisation is chiefly at mistake for holding a glass ceiling. Womans are covering with the glass ceiling from many angles in a workplace, because maleness

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is overvalued, adult females are non given the same developmental chances as work forces, adult females are undervalued, and organisations assume all adult females are likewise. The glass ceiling continues as adult females are promoted, because adult females still see more issues, such as deficiency of cultural tantrum and support, at the top of the organisational hierarchy. Contrary to other readings with the glass ceiling, the organisation is at mistake for holding glass ceilings instead than the adult females utilizing the glass ceiling as an alibi for their underachievements. Each organisation must interrupt their ain glass ceiling, which can be done by aiming each country where favoritism may happen, and implementing minor alterations to do a new organisational norm.

The chief issue that adult females face with glass ceiling is that organisations overvalue maleness, which can foremost be seen from the difference in net incomes. Men tend to gain more than adult females, but adult females who choose to set their calling foremost before they are 30 old ages old are most equal to work forces in net incomes. `` Women between the ages of 27 and 33 who had ne'er had a kid earned about 98 per centum every bit much as work forces in this same demographic ( Lynch & A ; Post, 1996 ) . '' This shows that if adult females wanted to gain around the same sum of work forces, adult females should wait to hold a household until they are unafraid in their calling. Womans who decide to go married or have kids tend to gain less than adult females who hold off on these determinations. During the early phases

of a calling, adult females can take to construct senior status in a company in order to gain more and better workplace relationships. However, this becomes an issue when adult females are being rewarded for waiting on holding a household, and seting their calling foremost. Pressure is being placed on adult females for make up one's minding which is more of import to them ( Wirth, 1998 ) . Research shows that current female executives were less likely to be married or have childs than current male executives ( Lyness & A ; Thompson, 1997 ) . More force per unit area is besides placed on adult females and work forces to work longer hours at work, in order to accomplish senior status and better wage ( Lynch & A ; Post, 1996 ) . This force per unit area causes emphasis that is non good for the person or the workplace for both genders. Organizations want to cut down emphasis, non create emphasis. Personal picks must be supported and respected by the company in order for the employee to demo increased committedness to that company.

The 2nd ground that shows maleness is overvalued by an organisation can be seen from the occupation demands needed to be promoted into upper direction. Chiefly, the public positions upper direction places as traditionally a `` adult male 's occupation ( Bass & A ; Avolio, 1994 ) . '' Many organisations describe the features for direction places as being masculine. Organizations believe that male features are what make leaders more successful ( Lyness & A ; Thompson, 1997 ) . Furthermore, it is non merely a affair of believing

which gender-based features make a better director, but believing adult females lack necessary managerial accomplishments. Surveies have shown that adult females have many of the same managerial qualities as work forces, but the difference is how each quality is concentrated. `` Executive work forces and adult females besides showed the same tonss in self-denial, reason, rational logical thinking abilities, flexibleness, and surpassing and personable qualities ( Bily & A ; Manoochehri, 1995 ) . '' These are a few of the qualities that upper direction believes adult females may miss or non use. Nevertheless, work forces continue to engage other work forces, because `` work forces still believe, unluckily, that adult females do non hold what it takes to be a strong director. Yet these same work forces will contemn a adult female for being excessively tough ( Bily & A ; Manoochehri, 1995 ) . '' Organizations can non overlook adult females based on the ground that they lack the necessary accomplishments, particularly if research shows that adult females are similar to work forces. Managerial places should be considered on a individual footing. Training and mentoring can ever better anyone if they need to better their direction. An person may non be a strong director at the beginning, but he or she could hold the possible to be a strong director.

Additionally, some adult females may hold the managerial accomplishments, but they may non describe it. `` Women are less likely than work forces to describe that they have occupation features associated with higher degree places ( Lyness & A ; Thompson, 1997 ) . '' Some adult females may non recognize they have the

ability to go a director, but it is the organisation 's duty to do note of any excess features that are noticed about their employees. By taking note of the employees ' features in the organisation, this will do the organisation value each employee more, and give each employee more chances to develop these features. Finding the excess potency in an bing employee will salvage more clip and money than engaging and developing a new hire to the same degree of cognition as the bing employee.

Not all directors are the same, nor is at that place one manner to pull off people. Pull offing manners range from extremely feminine to extremely masculine. Many books exist on different managing manners for people to better themselves. Each state has a different penchant in pull offing manners based on the civilization of that state and what works best for them. The best directors have both sets of feminine and masculine managing features, so it is of import for a company to encompass both sets ( Bass & A ; Avolio, 1994 ) . However, adult females employees believe that they must better themselves much more than work forces in order to be considered for a publicity. `` Women are frequently better educated and qualified than work forces in the same occupation. Having to work harder and execute better than their male opposite numbers in order to travel in front are besides features often cited in studies of adult females directors ( Wirth, 1998 ) . '' In order to be promoted, adult females may believe they need to do themselves equal to work forces in features. Womans may

compare themselves to the work forces who were promoted, and think they need to be more like them. The adult females who strive to travel up already hold `` more masculine gender individuality '' than other adult females employees ( Pai & A ; Vaidya, 2009 ) . Why are these adult females overlooked for publicities?

Womans may be overlooked for publicities, because of the increased deficiency of tantrum that adult females experience within the workplace. Men do non believe of adult females as being equal to them. `` A life-time of societal conditioning has trained many work forces ( and adult females ) to believe of adult females as sweeties, married womans, girls, and secretaries, and non as equal co-workers ( Bily & A ; Manoochehri, 1995 ) . '' If adult females wish to travel up in direction, how will they be able to pull off male coworkers when they can non even think of adult females as peers? Even when mentioning to the adult females in the workplace, the work forces tend to hold an `` us versus them '' outlook ( Bily & A ; Manoochehri, 1995 ) . Work force and adult females should non experience like they are viing invariably. Alternatively, the organisation should experience like a collaborative environment. But because work forces favour and hold more with each other, `` many senior directors and CEOs tend to desire to go through their occupations along to person who 's the image and similitude of themselves ( Bily & A ; Manoochehri, 1995 ) . '' This would explicate why upper direction will first see a adult male before a adult


Another manner that adult females experience a deficiency of tantrum in the organisation is when adult females are left out of of import information exchanges. Men tend to ask for each other to excursions outside of work, such as traveling to a saloon or golfing, and adult females are non invited. During these excursions, work forces may convey up work-related subjects and portion information that could assist with publicities or understanding the company better. Mentioning to non ask foring adult females to these excursions, `` work forces do n't make this on purposeaˆ¦ They merely do n't believe about it ( Bily & A ; Manoochehri, 1995 ) . '' Sometimes at work, last-minute meetings are held, and adult females are unable to go to because they may non be available around those late times, particularly because of household duties ( Meyerson, 1999 ) . Meetings should be held when the organisation is well-represented from each country go toing. Opportunities, such as mentoring, should be made available for adult females to do up for losing these pieces of of import information ( Meyerson & A ; Fletcher, 1999 ) . Mentoring `` provides penetrations into the imposts, rites, and behaviours that may be alone to a specific company or industry ( Bily & A ; Manoochehri, 1995 ) . '' Women need to experience involved in the organisation, as a portion of the squad. The resources should be readily available, so that adult females do non hold to do an excess attempt to happen out more information when they feel excluded.

Organizations place much accent on the accomplishments that are by and large masculine, which makes

adult females experience they are less valuable. Womans are less likely to be recognized for what they have accomplished. `` Women 's accomplishments tend to be devalued or attributed to luck or attempt instead than ability or accomplishment ( Lyness & A ; Thompson, 1997 ) . '' As mentioned earlier, adult females are similar to work forces in managerial accomplishments. Womans have the capableness to make extraordinary work based on their abilities. However, when adult females are promoted, they tend to stress how much work they had to carry through to acquire to the following degree. Promotions are based on the quality of work produced, the leading accomplishments developed, occupation tantrum, and the senior status obtained. The `` work '' adult females refer to is the excess attempts made to develop themselves and do senior direction notice them, which includes working more hours a hebdomad and doing themselves more available. Nevertheless, the gaining difference between work forces and adult females within the same degree is evident, even in stock options ( Lyness & A ; Thompson, 1997 ) . `` There is a debasement of the adult females 's compensation that can non to the full be explained by differences in makings, work history, experience, or calling breaks ( Lyness & A ; Thompson, 1997 ) . '' Women should non experience they are less valuable to the company than work forces. Each company should seek to shut this earning spread, so that adult females will experience more equal to work forces, as co-workers. Additionally, the companies should acknowledge more adult females for their accomplishments.

Womans are non given as many developmental chances as work

forces. Women 's occupations are already inferior to work forces 's occupations in power, position, and promotional chances ( Lyness & A ; Thompson, 1997 ) . Womans are `` placed in less strategic countries of activity, non being given varied and disputing assignments and non being exposed to the full scope of operations and activities of an endeavor or organisation ( Wirth, 1998 ) . '' Upper direction tends to give female workers occupations with less room for hazard and mistake, because they expect females are more likely to neglect at the undertaking than work forces ( Lyness & A ; Thompson, 1997 ) . Womans are likely to hold occupations that have less authorization by holding fewer subsidiaries underneath them, and occupations that do non take to senior direction than work forces. Womans are non given chances for publicities, because upper direction will ground non many adult females have the makings for the publicity. `` Surveys of main executive officers of companies reveal their position that few adult females possess appropriate concern experience and that they have non been long plenty in a assortment of direction places to be selected for top executive occupations ( Wirth, 1998 ) . '' Yet, organisations spend less clip, money, and attending on developing adult females. `` Many CEOs and upper direction forces have acknowledged the fact that they tend to pass less money on formal preparation plans for their female employees due to their uncertainness sing a adult female 's committedness to their occupation ( Bily & A ; Manoochehri, 1995 ) . '' If the organisation 's ground for non holding many adult females at

the executive degree, so why do they non let adult females to develop their accomplishments? In fact, these companies should make more to promote adult females to develop their accomplishments and accept managerial publicities when available. By offering excess developmental chances, upper direction can demo that each adult female may hold the possible to travel into an executive place, and this gives adult females hope and support.

The repeating belief behind all these grounds listed supra is that upper direction makes premises that all adult females are likely to move the same, and to hold the same features. First, upper direction positions adult females as possible female parents who will set their household foremost. They assume that each adult female with a household will hold two occupations: being a female parent and family caretaker. These are traditional values placed upon adult females in modern times. Work forces are now sharing some of the duties with their partner, so that the emphasis and work is distributed. Work forces have some of the same duties and may necessitate a flexible agenda every bit good. Womans are now bit by bit being regarded as the breadwinners of the family ( Wirth, 1998 ) . Second, research shows that overall adult females take more leave of absence, but for household intents ( Lyness & A ; Thompson, 1997 ) . As mentioned earlier, a adult female should non be punished for taking pregnancy foliages and doing personal picks to hold a household. Womans should non experience conflicted between work and household. This unneeded emphasis is one of the grounds for high turnover rates for adult females. If the adult females

employees are valued less after pregnancy leaves, these adult females may go forth their companies with all the preparation they invested in these employees. Equally early as 1990, a study that showed `` how undergraduate adult females planned to beguile calling and household found that 97 % of the adult females surveyed intend to restart work after holding a babe ( Bily & A ; Manoochehri, 1995 ) . '' If adult females intend to restart work, why should they experience it is necessary to go forth? Women may take a pregnancy leave, and come back to happen they have been demoted, they may hold lost their senior status or position, or they may necessitate to get down over on their advancement for the following publicity. Womans must hold promotional and disputing development chances ; otherwise, they will seek occupations elsewhere.

Besides, upper direction is less likely to offer occupations to adult females that require resettlement, because of a research happening that adult females are less willing to relocate than work forces ( Lyness & A ; Thompson, 1997 ) . Job offers should still be extended to those employees who want them, and if resettlement is a job, so talk this through with the employee. The employee can worsen the publicity, wait a few more old ages in order to relocate, or inquire about any other publicity chances presently available or available shortly. Long-run committedness and employee development is of import to the company, but it is besides of import that the company communicates with the employees about what is each employee 's end and supports each employee with their personal determinations. Jobs that require

resettlement and calling development are of import in order to be promoted to upper direction. All adult females need to be offered the chance to heighten their occupation experiences, because non all adult females will worsen the chance. Not all work forces accept occupation offers that require resettlement. If the resettlement chance is of import to the employee, his or her household may back up and welcome the move.

Presently, adult females are less satisfied about future calling chances. Womans feel they have to be `` better '' than work forces to be promoted. However, they must work excess hard, because they are non given many developmental chances. Womans must demo that they are more first-class leaders for the fewer subsidiaries they have, given the same sum of work with less hazard, and given the smaller sum of preparation in the environment that does non readily accept them for less wage than work forces. Each organisation must see adult females and work forces as equal employees which are both capable of executive places, if they show merit and possible. Hazards in altering direction are great for the company, because it allows the company to see new thoughts and ways of carry throughing ends.

However, when adult females reach executive places, adult females still see jobs with cultural tantrum and occupation tantrum. `` Women at the highest executive degrees reported more obstructions due to deficiency of personal support and less civilization tantrum than did lower degree executive adult females ( Lyness & A ; Thompson, 1997 ) . '' Dissatisfaction additions as adult females move up the organisational hierarchy, because the organisation is less supportive of a adult

female in upper direction. Employees are more hesitating to accept adult females authorization ( Lyness & A ; Thompson, 1997 ) . `` Womans have a hard clip seeking to suit into a male dominated civilization, and work forces have merely as hard a clip seeking to see where adult females fit ( Bily & A ; Manoochehri, 1995 ) . '' If adult females do non suit, they will alter themselves to seek to suit in. Even if upper direction chose a female with the necessary makings, she will happen a manner to experience more recognized among the other employees. This may ache her repute and position among the other employees, as a leader. The job is that the organisational norm is to hold work forces in places of authorization. Now, organisations are fighting to accept more adult females into these same places. In order to do these alterations more acceptable, companies must take stairss to back up adult females in authorization and give them every bit much power as a male in authorization in the beginning of their new place. Besides, when presenting a new female executive, her makings must be made evident and known to the remainder of the company. The employees must cognize that her achievements are valued, and that her sketch shows her capableness to take. This besides shows that the organisation must be supportive of her new function in direction.

The other readings of the glass ceiling issue argue that it is the adult female 's mistake for non accomplishing. This statement says adult females use the glass ceiling as an alibi and a crutch for non carry throughing many

accomplishments within the concern universe. By accepting the glass ceiling issue, adult females are puting themselves up for failure, and they need to work on themselves to be acceptable for direction places ( Yousry, 2006 ) . Womans can better themselves in order to do better directors, but the research has shown that adult females are still being treated below the belt. Employees still hold certain stereotypes about adult females authorization that hold adult females back from being promoted. Ambitious adult females can merely make so much, but higher degree places must be offered to demo that adult females can do an unbelievable difference by bettering themselves.

The glass ceiling issue is a great issue for adult females to get the better of in the workplace. Each organisation must recognize that they `` have nil to derive, and much more to lose from maintaining adult females out of authorization ( Meyerson & A ; Fletcher, 1999 ) . '' If the populace and the client population finds out about a concern holding unjust employment patterns based on gender, that concern will lose clients and market portion. Not merely will a concern lose gross, but besides the money that was invested in developing a female employee if she decides to go forth. Training a new employee costs more clip and money than maintaining and advancing a current employee of 10 old ages, because it takes much clip and attempt to construct and develop the same cognition and position ( Bily & A ; Manoochehri, 1995 ) . By interrupting the glass ceiling consequence, companies can better their overall image in the populace 's oculus.

Companies do non hold

alibis for holding a glass ceiling, any longer. In old old ages, non many adult females earned concern grades and non many adult females worked in places with promotional chances. Now, more adult females who have earned concern grades are present in the workplace. Womans have proven that they can vie with work forces in higher grade-point norms and completed grades from their concern schools. Several research surveies have been conducted to demo how similar adult females are to work forces in managerial qualities. Adequate grounds exists to demo that adult females can be considered for managerial places alongside work forces.

In order to interrupt the glass ceiling, organisations must recognize that everyone in the workplace has to perpetrate to new alterations, and let for equal chances among work forces and adult females. Minor alterations at a clip must be implemented ( Meyerson & A ; Fletcher, 1999 ) . Target countries within concern patterns need to be fixed easy. Time must be given to let these alterations, so that each alteration will be accepted as a new concern norm. Quick alterations may have negative and unsupportive attitudes, and the alterations may non lodge. Workshops can be given to demo the company how everyone is valuable and how they fit in the organisation ( Bily & A ; Manoochehri, 1995 ) . Employees should larn the strengths of both masculine and feminine managerial qualities, and larn how to use both within their occupation ( Bass & A ; Avolio, 1994 ) . Employees who do non back up and advance these new policies must be penalized ( Bily & A ; Manoochehri, 1995 ) .

Furthermore, companies

should acknowledge that many adult females and work forces will wish to get down their ain households. Adequate clip should be given to adult females to set back to normality from their gestation. Flexible work agendas should be made available to adult females every bit good as work forces, so that each parent can put more value on their households ( Bily & A ; Manoochehri, 1995 ) . Companies must acknowledge that work forces have shared parenting duties, besides. Besides holding kids, many grownups may confront the possibility of caring for their parents subsequently on. Flexible work agendas cut down and forestall some of the emphasis that is normally faced among employees today. In add-on, less accent should be placed on the sum of handiness needed for term of office. Both genders in executive places `` stressed the demand to work long hours and prioritise work above personal and household concerns to win in [ the ] organisation 's demanding civilization ( Lyness & A ; Thompson, 1997 ) . '' Womans who choose to hold households usually do non hold clip for longer hours at work. If executive places require these longer hours, adult females will hold a harder clip progressing. The clip has come when organisations need to see `` whether or non a standard 60-hour or longer work hebdomad for directors is damaging to concern, wellness, households, and gender equality ( Wirth, 1998 ) . '' Longer work hebdomads let for more second-rate work, unhealthy wonts, emphasis on the households, and a big barrier to making gender equality. Last of all, organisations must supply more development chances for adult females, while

maintaining in head that these adult females may be future executive leaders.

Presently, the glass ceiling issue that adult females face is evident in many organisations. Womans struggle for equality in promotional chances and wage rises, but companies continue to presume work forces make better directors overall. Upper direction overlooks the fact that adult females are similar to work forces in managerial qualities, and argue that adult females do non hold the right blend of experiences. However, organisations do non supply the same necessary preparation or development chances as work forces. Even if adult females are merely as qualified or more qualified in the same degree as their male coworkers, adult females tend to be paid less and happen they do non suit in. Management continues to presume that all adult females are likewise, and will move likewise, alternatively of giving adult females campaigners the chance to demo that each employee is different and has different ends. When promoted to the top degree of direction, adult females still see increased dissatisfaction with the cultural tantrum and occupation tantrum, because there is less organisational support. Womans can better themselves so much, but in the terminal, the organisation must do the alterations to back up adult females authorization. The public realizes organisations have no alibis for glass ceilings, and company will get down to lose clients if they do non interrupt their glass ceilings. Each organisation can interrupt their glass ceilings by implementing little alterations to let adult females to be compared to work forces as peers.

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