women in power
References
Heli K. Lahtinen, Fiona M. Wilson, (1994) "Women and Power in Organizations", Executive Development, Vol. 7 Iss: 3, pp.16 - 23
Emerald (2012) Women and Power in Organizations [online], available: http://www.emeraldinsight.com/journals.htm?articleid=881806& [accessed 22 Sep 13].
Women and Power in Organizations
Women’s absence of power in organizations is not unusual. In last two decades amount of employed women in the UK has increased, but the number of women in power has diminished. The job segregation, both horizontal and vertical has grown. Women represent only one-fifth of all Britain’s managers.
Most of the women’s careers are sex-typed. Circumstances push women to work part time, which is as well considered a women’s job. To achieve financial independence for women is very problematic. Discrimination in types of profession, salaries, the working hours, required skills and employment arrangements are enormous. Inactive socialization, lack of support, employer biases, stereotyping, women’s behaviour and their use of language are the main barriers to progress their power. Women are seen as being sensitive, caring, with low respect in conversations, less capabilities and as unsuitable nominees for challenging jobs.
Traditional sex role attitudes and stereotypes start with parents and teachers influence on children’s, at their early age. Girls are undervalued and encouraged to careers with less responsibilities and low income. They develop lower self-esteem and lack of confidence.
Generally females have better academic qualifications, but their career growth is slower as they are expected to have extra assets and less faults than male.
Women also need to combine home and work responsibilities, which is difficult without adequate child care in the UK. So, organizations assume that women will prioritize household commitments. But the research shows that woman’s managers’ commitment to work is greater than men managers.
Heli K. Lahtinen, Fiona M. Wilson, (1994) "Women and Power in Organizations", Executive Development, Vol. 7 Iss: 3, pp.16 - 23
Emerald (2012) Women and Power in Organizations [online], available: http://www.emeraldinsight.com/journals.htm?articleid=881806& [accessed 22 Sep 13].
Women and Power in Organizations
Women’s absence of power in organizations is not unusual. In last two decades amount of employed women in the UK has increased, but the number of women in power has diminished. The job segregation, both horizontal and vertical has grown. Women represent only one-fifth of all Britain’s managers.
Most of the women’s careers are sex-typed. Circumstances push women to work part time, which is as well considered a women’s job. To achieve financial independence for women is very problematic. Discrimination in types of profession, salaries, the working hours, required skills and employment arrangements are enormous. Inactive socialization, lack of support, employer biases, stereotyping, women’s behaviour and their use of language are the main barriers to progress their power. Women are seen as being sensitive, caring, with low respect in conversations, less capabilities and as unsuitable nominees for challenging jobs.
Traditional sex role attitudes and stereotypes start with parents and teachers influence on children’s, at their early age. Girls are undervalued and encouraged to careers with less responsibilities and low income. They develop lower self-esteem and lack of confidence.
Generally females have better academic qualifications, but their career growth is slower as they are expected to have extra assets and less faults than male.
Women also need to combine home and work responsibilities, which is difficult without adequate child care in the UK. So, organizations assume that women will prioritize household commitments. But the research shows that woman’s managers’ commitment to work is greater than men managers.
References: Heli K. Lahtinen, Fiona M. Wilson, (1994) "Women and Power in Organizations", Executive Development, Vol. 7 Iss: 3, pp.16 - 23 Emerald (2012) Women and Power in Organizations [online], available: