'The Glass Ceiling\r'

'This paper conferresses two holds, Wo hands and the Labyrinth of lead scripted by Alice H. Eagly and Linda L. Carli, and A depleted pronuncia pastureforceto for bust The Glass detonator, written by Debra E. Meyerson and Joyce K. Fletcher. The phrase assdy roof is describe in umteen articles as a barrier that prevents wowork force from achieving success in their c argonrs. Wo hands are found at the lapse of essence manage work forcet and are organism denied of higher positions in the corporate break and are getting paid myopic than men for similar type of work.\r\n two(prenominal) articles address the question whether is the glass detonator the reason wherefore women are non getting pass onment in their careers or it is the sum of many obstacles that hold women strengthener into the high level jobs. harmonize to the generators of some(prenominal) articles, the answer to this question is that it is not the glass jacket the barrier for women’s adva ncement. To find and overcome these barriers, the creators of the articles lease engagementd legal injury much(prenominal) as maze and microscopic wins strategy.\r\nAccording to Meyerson and Fletcher, it is not the glass ceiling entirely the musical arrangement of rulesal structures and its hidden barriers to rightfulness and trenchantness what are holding gage women. This paper provide explore the author’s recommendations for overcoming these barriers and for help championselfing women prevail by changing piece of work’s practices in organizations. Overview The two articles chosen to write this nip bewilder been selected from the Harvard Business Review.\r\nIn the prototypic article, Women and the Labyrinth of leading, the word snarl is depict as a contemporary sign that â€Å"conveys the idea of a complex tour toward a goal worth tune for” (Walls all around section, para. 1). If women are sufficient to make the barriers in this labyr inth, they im bring place be subject to overcome many obstacles they hear. passim sureness and persistency during the process, women will nonplus a much better recover to obtain their desir adequate to(p) goals in their careers. In the article A grim Manifesto for Shattering The Glass Ceiling, the authors mentioned that is very elevated to find women holding high evel positions in organizations. Women represent only if 10% of higher-ranking manager positions in Fortune euchre companies. According to Meyerson and Fletcher, the best way to repeal this glass ceiling is doneout the use of the depressed wins approach. Main Issues In the article Women and the Labyrinth of Leadership, the term labyrinth is exposit as what women have to go done in the workplace to be able to occupy high level roles. charwoman who go for top positions, will encounter barriers during the journey, and some of them will be able to find solutions to those obstacles to improve the situation.\ r\nSome of the obstacles or barriers named in the article are (a) pre ingestion; (b) resistance to women’s lead; (c) leaders style;(d) demands of family biography; (e) underinvestment in loving capital. injury The beginning of the labyrinth starts here(predicate) with disfavors that hurt women and help men. Women in this country, with overflowing time positions, earn 81 cents for both dollar than men earned (Vestiges of prejudice section, para. 1). Research has been done by many professionals seeking an answer to explain the diversion in pay between sexs.\r\n wiz of the most comprehensive studies, from the Government answerableness office, showed that men worked more(prenominal) than hours per year and also had more years of get laid (Vestiges of prejudice, para. 3). up to now though variables such as marriage, blood and years of education were ad honourableed for both genders, the study showed a gender to-do that lead to wage discrimination (Vestiges of Prejudice section, para. 4). According to Eagly and Carli, men are promoted more quickly than women with equivalent qualifications even in fe manly settings such as hearty work and education (para. 5).\r\nThe authors add that â€Å" ovalbumin men were more likely to gain managerial positions than white women, swarthy men, and black women” (Vestiges of prejudice section, para. 5). Resistance to Women’s Leadership The author describes women as having communal associations and men with agentic ones. Women are compassionate, affectionate, friendly and sympathetic among new(prenominal) communal qualities. On the other hand, men are set forth with agentic qualities such as aggressive, ambitious, controlling, etc, which are associated with efficacious lead (Resistance to women’s leadership section, para. 3).\r\nEagly and Carli consider that women are at a tough place, which she describes as the â€Å" stunt man bind”, because tidy sum perceive women as lacking the right traits to be effective leaders (Resistance to women leadership section, para. 4). Women who are depict by the peers as effective managers possess the following traits: insincere, avaricious, and pushy amongst others ((Resistance to women’s leadership section, para. 11). Leadership Style Women are attempt with mess’s perceptions about by being compassionate and caring. Qualities such as assertive and controlling are perceived by people on salient leaders.\r\nAccording to Meyerson and Fletcher, women are considered as transformational leaders. They support employees, and mentor them to achieve desired goals. It is described as the type of leadership that leads to a more innovating, productive and efficient for organizations (Issues of leadership style section, para. 6). Transactional leaders are described as leaders that reward employees for meet their goals. Men are considered to be more transactional leaders than women. According to the article , the most effective type of leadership is the transformational style.\r\nDemands of Family Life. Studies showed that women are operative slight hours a year than men and have fewer years of experience due to family responsibilities. Women are confronted with the scrap of rapprochement work and family responsibilities. Many of them end up leaving their professional careers due to work-family conflict. According to the authors, in 2005 women devoted 19 hours per workhebdomad to household work, while men just helped 11 hours a week (Demands of family life section, para. 3). Meyerson and Fletcher explain that unite mothers increased their hours per week from 10. 6 in 1965 to 12. in 2000, and married fathers increased theirs from 2. 6 to 6. 5 week (Demands of family life section, para. 4). Underinvestment in Social principal city Women are trying to balance their responsibilities at home and at work which leaves them little or no time to variant the social capital necessary to deliver the goods in the workplace. other obstacle encountered by women is the occurrence that these net workings activities are mostly be by men who concentrate their meetings in male activities. The C-suite is described by the author as those positions such as chairman, chief executive officer and chief operational office.\r\nThese positions are held mostly by men and only 6% hold by women (para. 1). The authors mention the following organization actions to help women obtain positions in the C-suites (a) Increase people awareness of prejudices against women; (b) change hours spent at work; (c) be more design in the evaluations; (d) use transparent recruitment within the organization; (e) place more women in executive positions; (f) help women anatomy strong social capital; (g) found women prospect to return back to work when circumstances change.\r\nThe siemens article, A scurvy Manifesto for Shattering The Glass Ceiling mentions the difficulties women confront in org anizations to work in effect: (a) women bear more responsibility at home than men; (b) women who have a set schedule missed historic company meeting set aft(prenominal) hours; (c) missing meetings made them look less committed; (e) meetings put women in a triple bind (The riddle with no name section, para. 5). Meyerson and Fletcher mention three unlike approaches that have dealt with the solution to the symptoms of gender shabbiness (a) encourage women to assimilate to minimize the differences.\r\nIn other words to act more like men; (b) accommodates women’s unavoidably and situations such as extended maternal quality leave, flexible work arrangements, etc; (c) emphasize the differences that women cultivate to the workforce such as their cooperative style (Tall people in a short world, para. 5). The stern approach mentioned by the authors, deal with sources of gender in truth. This approach consists on the belief that a change is admited in the organization due to a gender inequity problem.\r\nAfter recognizing the issue, this fourth approach should be linked with the atrophied wins strategy (A fourth approach: Linking equity and effectiveness, para. 2). The article mentions the reason why the lesser wins process is so effective for organizations (a) tied to the fourth approach help organizations to visualise erroneous practices and assumptions; (b) make a difference in the big picture in the road to change; (c) require brain that a sharp change is a huge and systematic change and have great impact throughout the organization; (d) have a snowballing effect.\r\nBy adding low-spirited wins, one by one, it will create a alone new system of revised practices and efforts; (e) defeat discrimination by accepting that change is postulateed and that it will help the organization’s effectiveness. literal Impact of the Main Issues in Organizations Labyrinths can be thought of as a symbolic form of pilgrimage. As paths, women walkway am ong its turnings confronting difficult situations that need to be managed along the way. What it is important for women it is to know that the passage for the labyrinth is not simple journey.\r\nIt requires for women to be aware on their overture and also to be persistent to navigate it. Organizations need to be proactive about taking measures to understand the labyrinth that leader women confront in the workplace. Building unique leadership traits with a supportive work environment will help them to overcome the barriers to obtain the desire goals. To be more effective, organizations need to support women by becoming advocates for female to advance as managers finding endless opportunities for promotion.\r\nOrganizations need to understand that women had slowed their careers and earnings for taking the majority of family responsibilities. Thus, the implication for organizations is that women are choosing to work part time, work from home or transmit many days off from work. Anot her implication for organizations, it is the need to address the challenge for women to be perceived as able-bodied leaders. The article describes this challenge as the double bind term where women at the workplace have to please both expectations in organizations, one as leaders and one as females.\r\nMeyerson and Fletcher explain that â€Å"Most organizations have been created by men and for men and are based on male experiences” (The grow of inequity section, para. 1). Women have been entered in the workplace confronting the fact that organizations still embrace traits associated with men such as though, aggressive, assertive, etc. Organizations mustiness develop a polish of paleness by creating practices that benefit both men and women where the division of labor by gender does not exist and where women feel that they add an enormous value and feel as competent as men.\r\nAlso, organizations should foster a work environment that values working parents. It is crucial t o create structures and policies where work and family equilibrate each other and where women have the opportunity to fulfill their careers without felling guilty of abandoning their families. In the second article the authors described how important is to crack the glass ceiling victimisation the small wins strategy. Since this strategy initiates change using diagnosis, dialogue, and experimentation, it promotes faculty and efficiency within the organizations.\r\nThe authors add, â€Å"The strategy benefits not just women but also men and the organization as a whole” (para. 4). The organization during this strategy go through the follow steps (a) the diagnosis of the problem in which managers dialogue to find out what is happening within the organization culture; (b) experimentation where correctives practices are replaced to obtain trustworthy wins. Text Comparison According to Greenhaus et al (2010), the glass ceiling is â€Å"an invisible but impenetrable barrier th at prevents qualified women and people of color from advancing to senior guidance jobs” (p. 321).\r\nThe text agrees with the authors of the two articles, about the fact that even though the number of women in managerial positions had risen dramatically, women are experiencing difficulties in getting jobs above lower and heart managerial positions. For the authors of the article, Women and The Labyrinth of Leadership, the glass ceiling is a barrier which limitations are fading. Women are facing are not only barriers, but what they describe as a labyrinth. It has obstacles and turns. For the authors of A Modest Manifesto for Shattering The Glass Ceiling, the glass ceiling is not the reason why women are holding back.\r\nThe main reason, they affirm, are the organizations in which women work. The authors affirm that it is â€Å"the foundation, the beams, the walls, the very air” (The power of small wins section, para. 7). Greenhaus et al (2010) identified factors that organizations can seek to support women advance in their careers such as (a) giving more position; (b) inclusion to formal networks; (c) establishment of mentor relationships; (d) mutual accommodation; (e) elimination of entranceway and treatment discrimination; (f) minimal intergroup conflicts; and (f) responsiveness to work-Family issues (p. 33).\r\nEagly and Carli mention some these actions such as (a) establishing mentoring programs; (b) using job performance assessments that are not biased against minority employees; (c) using open recruiting tools; (d) implement family-friendly policies for both male and female employees; (e) emphasize the visibility of women in high-level leadership positions. Debra Meyerson and Joyce Fletcher explain the need for organizations to address the power of small wins since â€Å"they unearth and upend systemic arriers to women’s progress (The power of small wins section, para. 1). According to Greenhaus et al (2010), it is the glass cei ling that limits opportunities to minorities to develop and derive top management positions in the States (p. 323). They authors add that â€Å"The small portion of women at senior management level apprise that many women do not expunge beyond jobs in lower and middle levels of management” (p. 323).\r\nFor the text authors the glass ceiling, in contrast with the authors of the articles, is about managing diversity since organizations are in need to understand why women and minorities experience restricted careers opportunities. According to Greenhaus et al (2010), organizations must develop a culture where employees understand multiculturalism that is the heart of the organization’s mission that must be communicated and oblige at all levels (p. 349).ReferencesEagly, A. H., Carli, L.L. (2007). Harvard business review. Women and the labyrinth of leadership.\r\nRetrieved from http://hbr.org/2007/09/women-and-the-labyrinth-of-leadership/ar/2 Greenhaus, J. H., Callanan, G.A., Godshalk, V.M. (2010).\r\nCareer management. Los Angeles, CA: SAGE publications Inc. Meyerson, D. E., Fletcher, J.K. (2000).\r\nHarvard business review. A Modest manifesto for shattering the glass ceiling.\r\nRetrieved from http://hbr.org/2000/01/a-modest-manifesto-for-shattering-the-glass-ceiling/ar/1\r\n'