Essay - Glass Ceiling the Barriers that Hinder Career Advancement of Women...


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Glass Ceiling

The barriers that hinder career advancement of women are complex, and have become important issues for most corporations and the government (Adaire, 1994). "Glass ceiling" is a term that describes numerous ***** that prevent qualified individuals from advancing higher in *****ir careers. While many ***** hold management positions, few ***** made the breakthrough to *****p-level, executive *****.

Accord*****g to stat*****tics, women executives exist across corporate America, and many believe that *****y may actually be more effective managers than men (Patterson, 2005). In fact, women managers are consistently rated higher than their male counterparts on 37 of 47 critical management qualities such as leadership, social skills, problem solving and decisi*****-making, according to a study by the H*****g*****rg Consulting Group, a management-consulting firm in Foster City.

However, some ***** the traits that make ***** successful middle managers ***** ***** their ability to become executives (Patterson, 2005). Many believe ***** this is because women focus too much on details, speak elliptically ***** do not take ***** ***** risks, ***** to the Hagberg study. Men have more of a tendency to see the big picture. The research included 396 women and 1,600 men, in addition to 360-degree feedback from supervisors and subord*****ates.

Despite female managers' high ratings in the study, relatively few have achieved a senior level in ***** companies (Patterson, 2005). Among Fortune 1000 *****, only seven have female CEOs, according ***** a recent *****rticle in Barron's magazine. According to Catalyst, a research firm, ***** ***** 10.6% ***** board seats at the n*****ion's 500 largest companies, a sm*****ll increase from the 8.3% ********** held in 1993. Also, women who hold director-level positions say they lack the *****fluence their male counterparts have on such critical issues as management succession and executive compensation.

Women often say that the reason they do not advance as far as men is that men prefer to promote after their own image (Patterson, *****). Too ***** women have the authority to hire, fire or de*****ine *****, ***** there simply ***** not enough role models ***** mentors ***** them at the executive level, says Barron's research.

***** addition, ***** are other potential reasons for women's failure to break the glass ceiling (Patterson, 2005). ***** results of the Hagberg study indicate ***** ***** that make women successful at the mid-management level are also harmful ***** ***** careers. The main hindrance seems to be women's perceived discomfort with risk-taking. ***** Hagberg ***** suggests ***** women, ***** they are so detail oriented, want all the d*****a before ***** make ***** decisions. This conservative decision-making style, which has helped ***** reach middle management, may discourage them from accepting career-*****, high-risk assignments.

However, taking risks and accepting the consequences is a required skill in corporate ********** *****p ***** (Patter*****n, 2005). "When you're ***** ***** management, ***** expected to act boldly, so failures are very likely and ***** visible," says Hancock Williams. "If you're not taking risks ***** dealing with fallout, perhaps you're demonstrating that you won't like ***** intensity [at the senior management level]."

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