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Glass Ceiling Effect

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Glass Ceiling Effect
Executive Summary
The title “glass ceiling effect as a barrier to achieve true Diversity in Organizations” is a research topic put together in order to investigate and understand problems associated with discrimination of women and minority at work.
Globalization has brought about the need for the free movement of not only labor but also goods, services and capital making it easy for people to find jobs and settle anywhere. One of the important features of globalization is having organizations with diverse workforce. However, many organizations cannot achieve organizational diversity due to a phenomenon called the glass ceiling effect. Glass ceiling is being defined simply as a discrimination against the working minority and women.
Organizations have realized how important it is to keep a truly diverse workforce. Some of the benefits associated with having diverse workforce include improved decision making, innovative ideas and having access to different markets and consumers amongst other things. The change in labor and consumer demographics further makes glass ceiling an interesting issue to explore.
The study has unearthed problems which are seen as the reasons the glass ceiling is becoming a barrier to organizational diversity. Further the study has studied other published literatures and based on that draw some conclusions as to why the glass ceiling still exists despite all the efforts by the government and other stakeholders to break it.
Finally, the study looked at the subject matter from the Islamic point of view and offered some conclusions on where Islam stands in relation to the subject matter.

The Glass Ceiling Effect as barrier to achieve true Diversity in Organizations
Part 1
Introduction
With the increasing interconnection of the global economies through globalization movement of work force has become very easy allowing people to find jobs easily not only within their countries, continent but also across the globe. One of the



References: Brownell, Judi (2003). Developing Receiver-Centered Communication in Diverse Organizations. Listening Professional, 2(1), 5-25  Cox, Jr., Taylor (1991) Cox, T. Jr. 1993. Cultural Diversity in Organizations: Theory, Research, and Practice. San Francisco: Berrett-Koehler Publishers. Ellemers, N. & Barreto, M. (2009). Collective action in modern times: How modern expressions of prejudice prevent collective action. Journal of Social Issues, 65, 749-768. Fine, Marlene G. (1996). Cultural Diversity in the Workplace: The State of the Field. Journal of Business Communication, 33(4), 485-502. Greenberg, J (2011). Behavior in Organizations, (2011), NJ: Pearson Education. 10th Global Edition. Hermina Ibarra and Morten, T. Hansen (2009). Women CEO’s why so few? Harvard Business Review. Jehn, K.A., Northcraft, G.B. and Neale, M.A. 1999. Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44:741-763. Karen Lyness and Madeline Heilman (2007). Why has the glass ceiling become impenetrable: A published study in The Journal of Applied Psychology. Manuela Barreto, Michelle K

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